Summary of Consolidated Performance for 3Q FY5/2021
Profit Already Broke Previous Full-year Record during 3Q
Shift to E-commerce Expanded Customer Base,
Leading to Further Growth
March 16, 2021
ASKUL Corporation
1
Note:
This material contains the ASKUL Group's current plans and performance outlook. These plans, forecasts, and other forward-looking statements represent ASKUL's plans and forecasts based on information that is currently available.
Actual performance may differ from these plans and forecasts due to a variety of conditions and factors that could occur in the future. This material does not represent promises or guarantees regarding the achievement of these plans.
This material has not been audited by certified public accountants or auditing firms.
For the purpose of this material, LOHACO refers to the online mail-order business for general consumers launched in October 2012 in alliance with Yahoo Japan Corporation.
B-to-B refers to business-to-business transactions. B-to-C refers to business-to-consumer transactions.
MRO refers to Maintenance, Repair and Operation, and in this material primarily refers to indirect materials consumed at work sites by companies.
PJ Trylion (Project Trylion) is a project that integrates websites for small and medium-sized enterprises, and mid-level and large corporations to build a new website. This name contains its aim of reaching sales of 1 trillion yen.
Since the presentation of the overview of consolidated financial statements for the fiscal year ended May 20, 2016, ASKUL has been reporting its operating performances by dividing its organization into the segments of the E-commerce business, Logistics business, and Other. The E-commerce business deals with sales of OA and PC supplies, stationery, office living supplies, office furniture, foods, alcoholic beverages, pharmaceuticals, cosmetics, etc. The logistics business refers to logistics and package transport services that target corporations.
This material occasionally uses abbreviations, referring to ASKUL Logi PARK as ALP, ASKUL Value Center as AVC, Demand Management Center as DMC, and Digital Transformation as DX.
Reproduction or reprinting in any form of all or part of this material (including trademarks and images) without the permission of ASKUL is prohibited.
I Consolidated Performance for 3Q FY5/2021
II FY5/2021 Consolidated Financial Forecasts
III B-to-B
IV B-to-C
V ESG Initiatives
3Q FY5/2021 Consolidated Performance
(¥million) | Cumulativeresultsfor 3Q FY5/2020 | Cumulativeresultsfor 3QFY5/2021 | |||
Actual | Actual | ||||
Net Sales | 299,439 | 100.0 | 313,003 | 100.0 | +4.5 |
GrossProfit | 71,002 | 23.7 | 77,565 | 24.8 | +9.2 |
Selling, General and Administrative Expenses | 64,666 | 21.6 | 67,279 | 21.5 | +4.0 |
Operating Profit | 6,335 | 2.1 | 10,286 | 3.3 | +62.3 |
Ordinary Profit | 6,248 | 2.1 | 10,236 | 3.3 | +63.8 |
Profit Attributable to Owners of Parent | 4,116 | 1.4 | 6,150 | 2.0 | +49.4 |
➢ Net sales: 104.5%
Broke the Previous Record
➢ Gross profit margin:
YoY change: Up 1.1 points
➢ Operating profit, ordinary profit and profit attributable to owners of parent:
Profit already renewed a full-year record high in 3Q
Comparison of Consolidated Performance in 3Q FY5/2021 (By Business)
(¥billion) | FY5/2020 | FY5/2021 | |||||||
1Q | 2Q | 3Q | 4Q | 1Q | 2Q | 3Q | YoY Change | YoY Change % | |
B-to-B business LOHACO B-to-C business (including Charm) E-commerce business | 79.5 | 84.4 | 82.9 | 82.1 | 81.1 | 87.7 | 87.4 | 4.4 | +5.4 |
12.3 | 11.7 | 11.3 | 13.2 | 12.9 | 12.7 | 13.1 | 1.8 | +16.5 | |
16.0 | 15.6 | 14.9 | 16.7 | 16.8 | 16.8 | 17.1 | 2.2 | +15.0 | |
95.5 | 100.1 | 97.8 | 98.8 | 98.0 | 104.6 | 104.5 | 6.7 | +6.9 | |
Logistics business and other | 2.3 | 1.5 | 1.9 | 2.0 | 2.1 | 1.6 | 2.0 | 0.0 | +1.3 |
Consolidated total | 97.8 | 101.7 | 99.8 | 100.9 | 100.1 | 106.2 | 106.5 | 6.7 | +6.7 |
B-to-B business LOHACO B-to-C business (including Charm) Performance-linked bonuses (including provision) E-commerce business | 3.0 | 3.7 | 4.6 | 4.0 | 4.7 | 5.1 | 5.6 | 1.0 | +22.4 |
(1.7) | (1.7) | (1.4) | (1.1) | (1.2) | (1.1) | (0.9) | 0.5 | - | |
(1.8) | (1.7) | (1.5) | (1.2) | (1.2) | (1.1) | (0.9) | 0.5 | - | |
- | - | - | (0.0) | - | (0.8) | (0.1) | (0.1) | - | |
1.2 | 2.0 | 3.1 | 2.7 | 3.4 | 3.1 | 4.5 | 1.4 | +47.1 | |
Logistics business and other | 0.2 | (0.0) | (0.2) | (0.2) | (0.4) | (0.2) | (0.2) | 0.0 | - |
Consolidated total | 1.4 | 1.9 | 2.8 | 2.4 | 2.9 | 2.9 | 4.3 | 1.4 | +52.0 |
OperatingProfit
Net Sales
(¥billion)
3Q FY5/2021 Consolidated Performance (B-to-B Business)
2,600 260
Net sales
2,000
3,291
2,400 240
2,200 220
Cumulativeresultsfor 3QFY5/2020
(¥billion)
2200
Cumulativeresultsfor 3QFY5/2020
Operating profit
11550
Cumulativeresultsfor 3QFY5/2021
1100
550
0
Cumulativeresultsfor 3QFY5/2021
➢ Net sales
Up 3.8% YoY
In addition to the strong trend of infection-prevention products, demand for office supplies is recovering
➢ Operating profit
Up 35.2% YoY
Continued significant profit increase by maintaining strong gross profit margin
B-to-B Business YoY Change in Monthly Net Sales
(adjusted for the number of operation days)
(%)
Impact of special demand from the last-minute surge in demand before the consumption tax increase in the previous year
60
40
20
Jun. | Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May | Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. |
FY5/2020 | FY5/2021 |
Although there is the impact of the declaration of a state of emergency,
the growth trend remained firm
FY5/2021 B-to-B Net Sales Quarterly Growth Rate (before the adjustment for the number of operation days)
(%)
110
Initial planActual
3Q Results
105
100
Initial plan continued to be exceeded
95
90
1Q
2Q
3Q
4Q
FY5/2021 Quarterly B-to-B Net Sales by Item
(¥billion) | FY5/ 2020 1Q Composition ratio % | FY5/20202Q Composition ratio % | FY5/2020 3Q Composition ratio % | FY5/2021 1Q Composition ratio % | FY5/2021 2Q CompositionYoYchange ratio % % | FY5/2021 3Q Composition YoYchangeratio YoYchange % % | |||||||||
OA & PC | 23.3 | 31.9 | 25.3 | 32.7 | 24.2 | 32.3 | 21.9 | 29.4 | 23.9 | 29.8 | -5.6 | 24.0 | 30.3 | -0.2 | -1.2 |
Stationery | 10.3 | 14.1 | 11.1 | 14.4 | 10.6 | 14.2 | 9.5 | 12.8 | 10.1 | 12.7 | -8.9 | 10.1 | 12.8 | -0.5 | -5.1 |
Living supplies | 20.6 | 28.2 | 20.3 | 26.2 | 19.4 | 25.9 | 20.3 | 27.3 | 20.5 | 25.6 | 1.3 | 19.4 | 24.6 | 0.0 | 0.0 |
Furniture | 5.0 | 6.9 | 5.1 | 6.6 | 4.8 | 6.5 | 4.5 | 6.1 | 5.1 | 6.4 | 0.3 | 5.4 | 6.9 | +0.5 | 11.7 |
MRO | 8.1 | 11.2 | 8.9 | 11.5 | 8.5 | 11.3 | 8.3 | 11.2 | 9.0 | 11.3 | 1.2 | 9.0 | 11.5 | +0.5 | 6.8 |
Medical | 4.0 | 5.5 | 4.6 | 6.0 | 5.3 | 7.1 | 8.2 | 11.1 | 9.3 | 11.7 | 102.2 | 9.0 | 11.5 | +3.7 | 70.2 |
Others | 1.6 | 2.3 | 2.0 | 2.6 | 1.9 | 2.6 | 1.5 | 2.1 | 2.0 | 2.5 | -1.3 | 1.9 | 2.5 | 0.0 | -0.6 |
Total | 73.2 | 100.0 | 77.6 | 100.0 | 75.1 | 100.0 | 74.5 | 100.0 | 80.3 | 100.0 | 3.5 | 79.2 | 100.0 | +4.0 | 5.4 |
In addition to the strong trend of infection-prevention products, office supplies are recovering
3Q FY5/2021 Consolidated Performance (B-to-C Business)
(¥billion)
600 60 5050 4040 |
300 |
(¥billion)
-2-02
-4-04
0
-5.0 | -3.3 |
Net sales
Cumulativeresultsfor 3QFY5/2020 Cumulativeresultsfor 3QFY5/2021
Operating profit
-6-06
Cumulativeresultsfor 3QFY5/2020
Cumulativeresultsfor 3QFY5/2021
➢ Net sales
Up 9.3% YoY
Growth accelerated through strengthened cooperation with Softbank and Yahoo Japan
➢ Operating profit
Up ¥1.6 billion YoY
Improved as planned through higher gross profit margin and reduction of fixed costs
3Q FY5/2021 Consolidated Performance
(¥billion)
606
404
202
0
5.9 | 5.7 |
Cumulativeresultsfor 3QFY5/2020
(¥billion)
0.2
-0-.2
-0-.6
--1.0
Net sales
(Logistics Business and Others)
➢ Net sales
Down ¥0.1 billion YoY Decrease in the number of consolidated subsidiaries
Cumulativeresultsfor 3QFY5/2021
Cumulativeresultsfor 3QFY5/2020 Cumulativeresultsfor 3QFY5/2021
Operating profit
➢ Operating profit
Down ¥0.8 billion YoY
Made progress as planned with thelaunch of Miyoshi Center (3PL business)
Profits will improve in the next fiscal year
Impact of the Earthquake off Coast of Fukushima (February 13)
Damage was caused to some products and facilities in the Sendai logistics center (Sendai DMC).
✓ Extraordinary loss of 240 million yen due to damage to products, etc., was estimated and recorded in 3Q
Planned to make earthquake insurance claim (100 million yen is deductible from damage)
✓ Other logistics centers are filling in for the damaged one to deliver shipments to affected areas, and full recovery is expected by the end of April
(¥billion)
16106 14104 12102 1010 808 606
Trend of EBITDA
404 202
0
Broke the Previous Record
Cumulative | Cumulative | Cumulative | Cumulative |
results for 3Q | results for 3Q | results for 3Q | results for 3Q |
FY5/2018 | FY5/2019 | FY5/2020 | FY5/2021 |
I Consolidated Performance for 3Q FY5/2021
II FY5/2021 Consolidated Financial Forecasts
III B-to-B
IV B-to-C
V ESG Initiatives
Regarding Upward Revision of FY5/2021 Full-Year Financial Forecasts
Against Background of Two Points below,
Financial Forecasts were Revised Upward
(1) In 3Q as well, net sales, gross profit margin, and logistics cost ratio in the B-to-B business remain better than planned.
(2) The profitability of 3Q is expected to be maintained throughout 4Q, although no optimism is allowed over the spread of the novel coronavirus.
Investment is planned in 4Q with an eye on growth in the following fiscal years (600 to 700 million yen).
FY5/2021 Consolidated Financial Forecasts [By Business]
FY5/2020 Actual | FY5/2021 | |||||||
(¥ | b | il | lion) | Previousplan (Publicized in 2Q) | YoYchange % | Revised plan (Publicized in 3Q) | Change from the previous plan | YoYchange % |
B-to-Bbusiness LOHACO B-t o-Cbusiness(including Charm) E-commerce business | 329.0 | 339.2 | +3.1 | 345.2 | 6.0 | +4.9 | ||
48.6 | 49.7 | +2.2 | 49.7 | - | +2.2 | |||
63.3 | 64.3 | +1.5 | 64.3 | - | +1.5 | |||
392.4 | 403.5 | +2.8 | 409.5 | 6.0 | +4.4 | |||
Logisticsbusinessand other | 7.9 | 6.5 | -18.4 | 6.5 | - | -18.4 | ||
Consolidated total | 400.3 | 410.0 | +2.4 | 416.0 | 6.0 | +3.9 | ||
B-to-Bbusiness LOHACO B-to-Cbusiness(including Charm) Performance-linked bonuses (including provision) E-commerce business | 15.4 | 16.8 | +8.6 | 19.1 | 2.3 | +23.5 | ||
(6.1) | (4.4) | - | (4.4) | - | - | |||
(6.2) | (4.3) | - | (4.3) | - | - | |||
(0.0) | (0.8) | - | (0.9) | (0.1) | - | |||
9.1 | 11.7 | +27.3 | 13.9 | 2.2 | +51.3 | |||
Logisticsbusinessand other | (0.3) | (0.9) | - | (0.9) | - | - | ||
Consolidated total | 8.8 | 10.8 | +22.4 | 13.0 | 2.2 | +47.4 |
OperatingProfit NetSales
Revised BtoB business ➢ Net sales plan
B-to-B business ¥345.2 billion
Up ¥6.0 billion from the previous plan
➢ Operating profit plan
B-to-B business ¥19.1 billion
Up ¥2.3 billion from the previous plan
FY5/2021 Consolidated Financial Forecasts
a record high
On track forin profits
Shareholder Return
FY5/2016 FY5/2017 FY5/2018 FY5/2019 FY5/2020 FY5/2021
FY5/2021 Dividend (Planned)
Year-end dividend per share: 25 yen
(Annual dividend of 44 yen)
Increase of 6 yen from the previous forecast
Dividend will be increased in accordance with profit growth
Plan
Retirement of Treasury Stock
A retirement of treasury stock is planned as follows because there is no purpose for using them at the moment, and with the aim of raising the ratio of tradable shares in the stock market.
(1) Class of shares to be retired | Common stock of the Company |
(2) Number of shares to be retired | 4,000,000 shares |
(7.2% of total number of shares issued before retirement) | |
(3) Scheduled date of retirement | March 31, 2021 |
The ratio of tradable shares, which is a standard of a new stock market classification (the prime market), is expected to increase from over 37%
to over 40%.
* The ratio is based on the number on the record date of November 20, 2020.
Stock Split
A stock split is planned for the purpose of enhancing the marketability and liquidity of the Company's shares and expanding the investor base.
(1) Record date | May 20, 2021 |
(2) Effective date | May 21, 2021 |
(3) Split ratio | One share is split into two shares |
I Consolidated Performance for 3Q FY5/2021
II FY5/2021 Consolidated Financial Forecasts
III B-to-B
IV B-to-C
V ESG Initiatives
B-to-B Targeting offices
B-to-B Business Net Sales
Toward continued and steady growth
FY5/2002 FY5/2004 FY5/2006 FY5/2008 FY5/2010 FY5/2012 FY5/2014 FY5/2016 FY5/2018 FY5/2020
B-to-B Business Steady Expansion of Customer Bases
(Millions of cases)
4
3
2
* New means the number of customers who registered in each quarter. Already registered is the number of customers calculated by excluding new customers from the total number of customers from whom ASKUL, SOLOEL ARENA, etc., can receive orders as of the end of each quarter.
More big data will accumulate through expansion of the customer base
Speed up
1-to-1 based marketing
B-to-B Business: Growth of Customers Newly Registered between
4Q of Previous Fiscal Year and 1Q of Current Fiscal Year
Trend in average number of
30
20
10
(Item)
purchased items*
0
Up to 30 | Up to 60 | Up to 90 | Up to 120 | Up to 150 | Up to 180 |
days | days | days | days | days | days |
OthersMedicalMROFurnitureLiving suppliesStationeryOA & PC
* Average number of items purchased by customers who newly registered with
ASKUL between 4Q FY5/2020 and 1Q FY5/2021 by product item (cumulative)
Buy a variety of products just like existing customers
Further growth through more customers buying more
B-to-B Business 3Q FY5/2021 (3 Months)
Factors for Increase in Net Sales
1Q Up 7.5% 2Q Up 4.8%
YoY
Up 5.4%
1Q Up 1.8% 2Q Up 3.5%
The number | Growth becomes moderate |
of purchasing | but remains on an upward |
customers | trend. |
YoY | |
Up 2.5% |
Sales per purchasing customer
YoY
Up 2.8%
Sales per purchasing customergrew due to a recovery in demand for office supplies in addition to infection-prevention products.
1Q Down 5.2% 2Q Down 1.3%
B-to-B Business Conceptual Presentation of Product Strategy
Salesvolumes
Number of items
Maximize opportunities on both axes to win customers and ensure purchase
B-to-B Business Further Expansion of Original Products Non-consolidated
February FY5/2018
February FY5/2019
February FY5/2020
February FY5/2021
*1 Original products include products exclusive to ASKUL.
*2 Number of original products newly introduced at the time of publication of the ASKUL Catalog for 2021
B-to-B Business Growth through Expanding the Number of Products Available
FY5/1995
As of February 20
Around 8.3 million items
For a diverse customer base,
strengthen product
lineup
Growth in net sales
FY5/1996
FY5/1997
FY5/1998
FY5/1999
FY5/2000
FY5/2001
FY5/2002
FY5/2003
FY5/2004
FY5/2005
FY5/2006
FY5/2007
FY5/2008
FY5/2009
FY5/2010
FY5/2011
FY5/2012
FY5/2013
FY5/2014
FY5/2015
FY5/2016
FY5/2017
FY5/2018
FY5/2019
FY5/2020
FY5/2021
B-to-B Business Expand Share of Long-tail Products Non-consolidated
Cumulative | Cumulative | Cumulative | Cumulative | Cumulative | Cumulative |
results for | results for | results for | results for | results for | results for |
3Q FY5/2016 3Q FY5/2017 3Q FY5/2018 3Q FY5/2019 3Q FY5/2020 3Q FY5/2021
Long-tail products sales
3Q FY5/2021 Net Sales (YoY)
Up 20%
1Q
2Q
3Q
Up 12% Up 19% Up 27%
Provide Reliable Services to All Workplaces as a Lifeline for People
Working There
I Consolidated Performance for 3Q FY5/2021
II FY5/2021 Consolidated Financial Forecasts
III B-to-B
IV B-to-C
V ESG Initiatives
B-to-C Targeting consumers
LOHACO improving profitability steadily On track to turn profitable by FY5/2023
LOHACO Roadmap for Turning Profitable by FY5/2023
Further improve the marginal profit rate during FY5/2021 and slash costs, mainly fixed costs, from FY5/2022 onward.
FY5/2019
(Actual)
FY5/2020
(Actual)
FY5/2021
(Plan)
From FY5/2022
(two years to go)
Increase in sales per box
Reduction of sales promotion expenses
Reduction of delivery costs (Utilization of B-to-B logistics infrastructure and promotion of unattended delivery)
Revision or abolition of services and functions
Utilization of Yahoo Japan's system infrastructure
Grossprofit margin
Variablecost ratio
-¥9.2 billion
-¥6.1 billion
(An improvement of ¥3.1 billion YoY)
Marginal profit rate
-¥4.4 billion
(An improvement of ¥1.7 billion YoY)
Fixed cost ratio
Turn profitable by
FY5/2023
LOHACO Net Sales
(¥100 million)
(%)
CYBER SUNDAY (from February 27 to March 28)
Super PayPay Festival (Scheduled to be held from March 24 to 1:59 on March 29 in LOHACO)
Aiming for further growth in 4Q through large-scale sales promotion
LOHACO Gross Profit Margin
(%)
28.0%
26.0%
24.0%
22.0%
20.0%
18.0%
16.0%
14.0%
12.0%
1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q |
FY5/2016 | FY5/2017 | FY5/2018 | FY5/2019 | FY5/2020 | FY5/2021 |
3Q FY5/2021 cumulative results
YoY change: Up 1.8 points
Improvement in product gross margin
Up 1.3 points
Decrease in large-lot transactions
Up 0.5 points
LOHACO Advertising Fee Income
(Yen)
30
千万
25
20
15
10
5
0
Advertising fee income
Advertising image
Impacts of the novel coronavirus pandemic
YoY Change 100.4%
1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q |
FY5/2019 | FY5/2020 | FY5/2021 |
Steady growth Further expansion in 4Q
LOHACO Variable Cost Ratio
9.0%(%)
7.0%
1.0%
7.0%
5.0%
3.0%
9.0%
5.0%
1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q |
FY5/2017 | FY5/2018 | FY5/2019 | FY5/2020 | FY5/2021 |
3Q FY5/2021 results
A rise in labor costs in warehouses was absorbed by an increase in sales per box.
Progress as planned
LOHACO Increase in Sales per Box
(Yen)
0
0
0
0
0
0
LOHACO (domestic) sales per box
Start of one-box eco in JulyRevision of free shipping charge in January
Fire impactImpacts of the novel coronavirus pandemic, etc.
1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q 4Q | 1Q 2Q 3Q |
FY5/2017 | FY5/2018 | FY5/2019 | FY5/2020 | FY5/2021 |
Improved due to successful sales promotion
(Yen)
LOHACO Reduction of Fixed Costs
00,000
LOHACO's Fixed Costs
00,000
00,000
YoY Change
00,000
Down
00,000
¥850
million
00,000
00,000
0
Cumulative resultsfor 3Q Cumulative resultsfor 3Q
FY5/2020 FY5/2021
By strengthening alliance with Yahoo,
Reduce
sales promotion expenses, personnel and operational costs, etc.
I Consolidated Performance for 3Q FY5/2021
II FY5/2021 Consolidated Financial Forecasts
III B-to-B
IV B-to-C
V ESG Initiatives
"Award for Good Practices in Consumer-Oriented Management" for 2020*
Bestowed Consumer Affairs Agency Commissioner's Award (special frame) in December 2020
Consumer-oriented management
✓ The Company built and has operated a system to supply necessary supplies to medical personnel in cooperation with administrative authorities in the face of the novel coronavirus pandemic.
✓ The Company made a data base from consumer voices from the perspective of quality management and utilizes it for purposes including product design and improvement and provision of information to business partners.
* The Consumer Affairs Agency, Government of Japan, awards companies for practicing "Consumer-oriented management" that aims to build a sustainable and desirable society through business activities with a focus on consumers.
February 2021: Concluded SDGs Collaboration Agreement with City of Tsushima
Materiality: Realize a resource circulation system
Cooperation and collaboration to deal with the problem of marine plastic waste that the city of Tsushima faces
(Left) Akira Yoshioka, President of the Company, (Right) Naoki Hitakatsu, Mayor of the City of Tsushima
Activation of the circular economy
✓ Sale of "Charity shopping bags that protect oceans"
(containing biomass)
✓ Part of the proceeds will be donated to the city of Tsushima for activities such as collection of marine plastic waste.
Promotion of measures against marine plastic waste
ASKUL Moving to
"Ethical E-Commerce"
Sustainable services that consider environmental conservation and solving social issues
Appendix
3Q FY5/2021 Net Sales by Item
(¥billion) | Cumulative results for 3Q FY5/2020 | Cumulative results for 3QFY5/2021 | |||
OA & PC | 74.7 | +3.4 | 71.7 | (2.9) | -4.0 |
Stationery | 32.8 | +1.5 | 30.6 | (2.2) | -6.8 |
Living supplies | 89.7 | +1.5 | 92.2 | 2.5 | +2.8 |
Furniture | 15.4 | -2.4 | 15.6 | 0.2 | +1.4 |
MRO | 26.2 | +7.8 | 27.3 | 1.0 | +4.0 |
Medical | 16.2 | +16.6 | 29.4 | 13.1 | +81.0 |
Others | 6.0 | +3.4 | 5.8 | (0.1) | -2.4 |
Total | 261.3 | +3.3 | 272.9 | 11.5 | +4.4 |
Medical driving
growth
3Q FY5/2021 Factors Affecting Consolidated Net Sales
Cumulative results for 3Q
FY5/2020 (Actual)Net sales: YoY Change: YoY Change:
¥299.4 billion Up ¥10.9 billion
Up 3.8%Cumulative results for 3Q
FY5/2021 (Actual)Net sales: YoY Change: YoY Change:
¥313.0 billion Up ¥13.5 billion
Up 4.5%
+4.3
+9.3
-0.1
(¥billion)
B-to-C businessB-to-B business
3Q FY5/2021 Factors Affecting Consolidated Operating Profit
(¥billion) | |
(¥billion) | 10.2 |
6.3 | |
Cumulative results for 3Q FY5/2020 | Cumulative results for 3Q FY5/2021 |
Operating profit (Actual) | Operating profit (Actual) |
¥6.3 billion | ¥10.2 billion 49 |
Cumulative results for 3Q FY5/2020 | Cumulative results for 3Q FY5/2021 |
(Actual) | (Actual) |
Net sales Up 3.8% YoY | Net sales Up 4.5% YoY |
Gross profit margin 23.7% | Gross profit margin 24.8% |
SG&A expense ratio 21.6% | SG&A expense ratio 21.5% |
△4 | |
-0.9 | |
+4.0 | |
82 |
Results of SOLOEL ARENA and others
FY5/2004 FY5/2005 FY5/2006 FY5/2007 FY5/2008 FY5/2009 FY5/2010 FY5/2011 FY5/2012 FY5/2013 FY5/2014 FY5/2015 FY5/2016 FY5/2017 FY5/2018 FY5/2019 FY5/2020 FY5/2021
Net sales value for SOLOEL ARENA and
(1,000 companies)
60
50
Number of registered/active customer companies of SOLOEL ARENA
56
56
52
40
30
20
10
0
62
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
May May May May May May May May May May May May May May May May May Feb.50
3Q FY5/2021 Consolidated Gross Profit and SG&A Expenses
Gross profit: ¥77.5 billion YoY change: Up ¥6.5 billion
Gross profit margin: 24.8% YoY change: Up 1.1 points ➢ Improvement of gross profit margin through reduction in cost of sales and changes in category mix
SG&A expenses: ¥67.2 billion YoY change: Up ¥2.6 billion Ratio of SG&A expenses to net sales: 21.5% YoY change: Down 0.1 points
Breakdown of major YoY change factors in SG&A expenses
• Personnel costs (Including provision for bonuses) Up ¥1.0 billion
• Delivery costs Up ¥0.9 billion
• Rents Up ¥0.4 billion
• Advertising and sales promotion expenses Down ¥0.4 billion 51
3Q FY5/2021 Consolidated Capital Expenditures Capital expenditures ¥7.4 billion (Annual plan: ¥11.8 billion)
Related to the New Tokyo Distribution Center | ¥1.8 billion |
Related to ASKUL Miyoshi Distribution Center | ¥1.6 billion |
Related to the B-to-B new website (PJ Trylion) | ¥1.0 billion |
(Reference) Depreciation and amortization of software: ¥4.4 billion (Annual plan: ¥5.7 billion)
Investment details
(¥ million)
Item | FY5/2020 3Q | FY5/2021 3Q | |
Amount | Amount | YoY Change | |
[Capital expenditures] | 3,521 | 7,477 | +112.3% |
Property, plant and equipment | 1,253 | 4,514 | +260.2% |
Intangible assets | 2,267 | 2,962 | +30.6% |
Construction in progress (Note 2) | 37 | 3,356 | +8,788.6% |
Software in progress (Note 2) | 1,043 | 2,148 | +105.8% |
(Note 1) (Note 2)
Capital expenditure is stated on an accrual basis.
Construction in progress and software in progress above present balances at the end of the quarter under review, and partially include consumption and other taxes.
3Q FY5/2021 Share of Orders Placed on the Internet of Net Sales and Original Products
Share of orders placed on the Internet of net sales
3Q FY5/2020 cumulative total | 3Q FY5/2020 cumulative total | YoY Change | |
Orders via the Internet | 84.6% | 86.0% | +1.4 points |
Other | 15.4% | 14.0% | -1.4 points |
Note 1: Percentages are based on orders placed.
ASKUL original products
(Items)
February of FY5/2020 | February of FY5/2021 | YoY Change | |
Number of original products | 9,507 | 9,996 | +489 |
Share of non-consolidated net sales (of which, share of B-to-B business) | 29.8% (36.5%) | 26.1% (32.7%) | -3.7 points (-3.8 points) |
Note 1: Each figure includes the products listed in Health & Nursing Care Catalogs and Medical Pro Catalogs.
Note 2: The number of original products includes those with sales limited to ASKUL. Also, the calculation includes not only those items sold via catalogs but also items sold only via the Internet.
Note 3: The calculation of original products as a percentage of net sales includes original copy paper.
Note 4: From 4Q FY5/2018 onward, the calculation of B-to-B original products as a percentage of net sales uses B-to-B business inventory sales as the denominator.
ASKUL Environmental Policy
We, the ASKUL Group, strive with a shared sense of purpose to contribute to the realization of a sustainable society through the growth of our group as a company that supports our workplace, life, the planet and tomorrow.
Decarbonization
"2030 CO2 Zero Challenge"
Reduce CO2 that is emitted by business sites and distribution down to zero by 2030
期 末期配末 当配 当
"RE100"
Raise a group-wide renewable energy utilization ratio to 34% by FY5/2021 toward realizing 100% by 2030
"EV100"
Replace delivery vehicles owned and used by ASKUL LOGIST 100% with electric vehicles by 2030
Resource recycling
"1 box for 2 trees"
Confirm planting of two eucalyptus, double the amount of raw materials, by purchasing one box of original copy paper
Reduce disposal of returned products
Reduce returned products that lead to their disposal
Remake returned products into salable products
Sell returned products as "imperfect ones" at a discount
A recycling value chain of used plastic products
Create a value chain for recycling plastic resources and reduce CO2 emissions
Development and procurement of environmentally-friendly products
Environmental response by original products
Development of original products by paying attention not only to quality and design but also to the environment
Recycled paper bags "Come bag"
An FSC* certified product, comprised of 85% paper pulp and 15% recycled pulp from ASKUL catalogs
* The FSC® certification system certifies "responsible management of the world's forests"
Using FSC® certified products leads to forest conservation.
Lineup of biomass shopping bags
The "Eco-First Company" is a company chosen by the Minister of the Environment as a
company that engages in "advanced, unique and industry-leading business activities" in environmental conservation activities, such as global warming countermeasures and waste and recycling measures
Companies included in "Climate Change A list" are ones selected as the highest rated by the international non-profit environmental organization Carbon Disclosure Project, CDP. If companies are taking excellent actions in response to climate change and disclosure of their information, they will be included in the list
2019 Selected as a "Climate Change A List" company by CDP ●
●
"SBT: Science Based Targets" are corporate targets to reduce global warming gas. The "Science Based Targets" organization, an international initiative, will approve them as targets that aim at scientifically based levels to achieve the "2ºC target
Efforts to keep the temperature well below 2ºC and bring it below 1.5ºC)" set out in ●
the Paris Climate Accord
United Nations Global Compact (UNGC) is a voluntary initiative by which companies and organizations act asgood members of society and participate in the creation of a global framework that realizes sustainable growth by demonstrating responsible and creative leadership
● 2017 Joined RE100 and EV100
● Zero
2016 Signed up for the "United Nations Global Compact" and announced the "2030 CO2
Challenge"
● 2013 Formulated Medium-
Term Environmental Targets
● 2003 Formulated ASKUL Environmental Policy
2020 Selected as a "Climate Change A List"
company by CDP ●
2019 Announced support for "TCFD recommendations"
"TCFD recommendations" are international propositions, compiled by the Task Force on Climate-related Financial Disclosures ("TCFD"), concerning how corporations should voluntarily disclose information for the purpose of identifying and disclosing the financial impacts of risks and opportunities caused by climate change
2018 Obtained "Eco-First company" and "SBT" Certification
"RE100" is an international business initiative, participated by companies that publicly aim to operate their business with 100% renewable energy
"EV100" is an international business initiative, participated by companies that publicly aim to replace all of their business-purpose vehicles with electric vehicles
Initiatives for Society
Together with colleagues
Diversity-oriented management
ASKUL's Declaration of Diversity (2015)
Utilize diverse human resources
Declared the target of making female managers account for 30% of the total by 2025 Promote diverse work styles
Promote active female participation and enhance the ratio of female managers
Systems for leave and shorter working hours for nursing care
Holding of nursing care seminars
Telework system: Abolished the limit on the number of times telework allowed per month Flextime system: Abolished the core time Office where employees can work with peace of mind (Thorough preventive measures against infection)
ASKUL LOGIST: Offer free lunches
Promotion of health-oriented management by providing free lunches to employees working in logistics, distribution, and headquarters so that they can work in good physical and mental health
ASKUL LOGIST Fukuoka Distribution Center's efforts to employ persons with disabilities in cooperation with local communities
Legal employment ratio at 23.7%*
(Legal employment ratio of private companies is
2.2%)
* Legal employment ratio calculated in units of business
sites as of February 20, 2021)
Together with customers
Improvement activities starting with customer voices Share customer voices and responses to them on a real-time basis Operation of "Customer Satisfaction
Improvement Committee"
PDCA activities based on customer voices, chaired by the CEO
Activities of ASKUL CS Week
Initiatives to enhance the motivation of concierge service communicators (CSC) engaged in customer relations and to promote their mutual communication
Conduct commendation ceremonies for CSCs who have received words of appreciation from customers on many occasions, and certificate awards ceremonies for "super communicators" as role models to aspire to and give awards for long service for CSCs
Initiatives with business partners
Declaration of support and voluntary action for the "White Logistics" promotion campaign
A movement to resolve the shortage of truck drivers and work to realize a more employee friendly working environment in which productivity in truck transportation is improved, efficiency in logistics is raised, and some kinds of drivers, such as women and people over the age of 60, will find it easy to work
Supply Chain CSR Survey
Investigate the status of suppliers'
corporate efforts in areas such as "consumer problems," "efforts toward the environment," and "labor practices"
and actively communicate with suppliers
Social contribution activities
Supporting East Japan
Reconstruction through Impact
Investment and Donations
The ASKUL Group has changed the format of support ten years after the Great East Japan Earthquake.
Utilizing the platform of impact Investments of Music Securities, Inc., the ASKUL Group has started a sustainable and new form of support that combines investment in business operators in Iwate Prefecture, Miyagi Prefecture, and Fukushima Prefecture, and donations thereto in cooperation with manufacturers.
Project for looking into air and water environments
In a joint project with S.T. Corporation, the
ASKUL Group donates part of sales of "S.T. Toilet Deodorant and Deodorant Spray,"
exclusive for sale by ASKUL, to associations that are engaged in improving air and water environments, thereby supporting their activities.
Paper cups for social contribution
A portion of sales is donated to support activities for assisting disaster victims, support for "Pink Ribbon Activities (Raising Awareness of Breast Cancer Screening)" and support for "Kids Earth Funds"
Publication of New Catalog
"ASKUL Catalog for 2021"
Focus on E-commerce and publish it once a year
Total number of pages | 1260 |
Number of goods | Approx. 39,000 items |
Number of new goods | Approx. 2,400 items |
Number of original goods | Approx. 7,300 items |
Number of eco-friendly goods | Approx. 14,000 items |
Outline of 2020 Spring/Summer (previous edition)
Total number of pages: 1,288
Number of goods: Approx. 39,500 items
Number of original goods: Approx. 7,600 items
Published in February 2021
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ASKUL Corporation published this content on 25 March 2021 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 25 March 2021 06:02:01 UTC.