Results Briefing Material
FY03/2018 2Q Results

Oisix.daichi Inc.

Farm for Tomorrow, Table for Tomorrow
We provide services that enable a better food life
for more people.
We realize a society where good farmers are
rewarded and proud.
We evolve continuously to deliver a sustainable
framework that links farm and table.
We solve social issues related to food throughbusiness approaches.
We create and expand Tomorrow’s Food.

Contents

FY03/2018 2Q
Results Overview

FY03/2018 2Q
Social Activities

FY03/2018 2Q
Activities
Overview

TOPICS
Toward the
Building of a
New Produce
Logistics
Network

This material is intended to provide an understanding of Oisix.daichi activities, not to solicit investment. Forecasts of Oisix.daichi’s operating results and future performance are based on
information available to Oisix.daichi at the time this material was drafted and are not guaranteed to be accurate. Actual operating results may differ from the future outlooks contained in thismaterial.

Contents

FY03/2018 2Q
Results Overview

1. FY03/2018 2Q Results Overview

1. Consolidated Results Overview
2. Results by Segment
・Summary・Oisix KPI・Daichi wo Mamoru Kai KPI
3. Reforms to Profit Structure1. FY03/2018 2Q Results Overview

1. Consolidated Results Overview
2. Results by Segment
・Summary・Oisix KPI・Daichi wo Mamoru Kai KPI
3. Reforms to Profit Structure

FY03/2018 2Q Consolidated Results Overview■With the addition this term of Daichi wo Mamoru Kai’s, Sales were up 76.7%.
Achievement rate slightly ahead on strong Oisix membership growth.
■EBITDA was up 62.4% YoY. Achievement rate in-line with plans.
FY03/2017 2Q
ActualFY03/2018 2Q
ActualFY03/2018
Plan

YoY
+/-

YoY %
+/-

Achievement
Rate

10,71818,93538,0008,217176.7%

49.8%

Operating Profit

270

237

670

-33

87.8%

35.4%

EBITA※1

289

431

1,020

142

149.3%

42.3%

EBITDA※2

391

635

1,390

244

162.4%

45.7%

-

753

1,570

-

-

48.0%

66.60

79.45

175.11

12.85

119.3%

45.4%

Units: ¥mn

Sales

Excluding
Extraordinary
Factors※3

EBITDA（¥）
Per share※1※2※3

EBITA＝Operating Profit + Amortization of Goodwill
EBITDA＝Operating Profit + Depreciation + Amortization of Goodwill
Extraordinary Factors＝One-off merger related costs (e.g., cost of moving HQ)

6

Consolidated Sales・EBITDA Trends
Owing to new memberships at Oisix, Sales were up 76.7%.
EBITDA was up 62.4% marking 4 straight quarters of growth.
■Sales■EBITDA and EBITDA per Share

FY03/2018 2Q¥18.9 Bn（¥, Bn)YoY+76.7%

18.9

6（¥,Yen）

YoY

FY03/2018 2Q+62.4% 0.64

¥0.64 Bn

300

5

4

7.4

8.4

9.4

200

0.44

10.7

0.39
0.36
3

2

79.45
80.64

0.18

60.67

100

66.60

1
31.05
（¥, Bn)2014/03 2Q

0
2015/03 2Q

2016/03 2Q

2017/03 2Q

2018/03 2Q■EBITDA●EBITDA/Share0

2014/03 2Q 2015/03 2Q 2016/03 2Q 2017/03 2Q 2018/03 2Q

7

1. FY03/2018 2Q Results Overview

1. Consolidated Results Overview
2. Results by Segment
・Summary・Oisix KPI・Daichi wo Mamoru Kai KPI
3. Reforms to Profit Structure

8

FY03/2018 2Q Results Overview by Segment■Oisix: Reflecting strong new subscription growth, Sales were ahead of plan.
However, concomitant rise in sales of high CoGS sample sets resulted inweaker marginal profit trends.
■Daichi wo Mamoru Kai: Sales and marginal profits both above target owing
mainly to conservative forecasts.
Home Delivery Business
Oisix
Sales
Marginal Profit
Margin（%）
Daichi wo Mamoru Kai
Sales
Marginal Profit
Margin（%）
Other Businesses
Sales
Marginal Profit
Margin（%）
Company Total
Sales
Marginal Profit
Margin（%）
Fixed Costs※1
Operating Profit

Plan

FY03/2018 2Q

Achieivement Rate

23,9883,465
14.4

11,470
1,392
12.1%

47.8%
40.2%
-

10,841
2,039
18.8

5,487
1,078
19.7%

50.6%
52.9%
-

3,171
629
19.8

1,978
384
19.2%

62.4%
61.1%
-

38,000
6,133
16.1
5,463
670

18,935
2,854
15.1%
2,617
237

49.8%
46.5%
47.9%
35.4%

※1 Including Amortization on good will.

91. FY03/2018 2Q Results Overview

1. Consolidated Results Overview
2. Results by Segment
・Summary・Oisix KPI・Daichi wo Mamoru Kai KPI
3. Reforms to Profit Structure

10Oisix: Subscriber Trends
Meal Kit exposure (e.g., Non-stop, ZIP! on TV）and/or SEO
countermeasures performing well, driving top line growth.
155,827

155,000

FY03/2018 2Q

147,474

vs PYE

155,827+13.4%

Number of Subscribers

87,018

1Q

2Q

93,4703Q

FY03/2015

130,673
124,283
118,124

107,539

91,540137,359

96,7184Q

101,079

102,780

1Q

2Q

3Q

FY03/2016

111,036

4Q

1Q

2Q

3Ｑ

FY03/2017

4Q

1Q

2Q

FY03/2018計画
Full-year
Guidance

11

Oisix: ARPU Trends
With new subscriptions strong, “beginners” with typically lower
average monthly spending, have put a drag on ARPU
FY03/2018 2Q

YoY¥11,057 95.4
AnnualAvg.

12,253

12,373

12,227

12,072

12,682％

12,514

12,402

11,827

12,644

11,88912,13911,95512,087

11,932

11,837

11,057

11,586

（¥）

1Q

2Q

3Q

FY03/2015

4Q

1Q

2Q

3Q

4Q

FY03/2016

1Q

2Q

3Ｑ

FY03/2017

4Q

1Q

2Q

FY03/2018※ ARPU:Average Revenue Per User
※ Regular Subscribers: Frequency of Purchase x Avg Customer Spend (Basket)

12Oisix: Frequency of Purchase (FoP) Trends
FY03/2018 2Q

1.94

Annual
Avg.

YoY

Times

97.0

％

2.10

2.11

2.07

2.10

2.09

2.16

2.15

2.07

2.02

2.11

2.07

2.06

2.00

2.00

2.03

2.03

1.94

（Times）

1Q

2Q

3Q

FY03/2015

4Q

1Q

2Q

3Q

FY03/2016

4Q

1Q

2Q

3Ｑ

FY03/2017

4Q

1Q

2Q

FY03/201813

Oisix: Average Customer Spend (Basket) Trends
YoY

FY03/2018 2Q¥5,704 98.3
Annual
Avg.

％

5,882

5,831

6,081
5,806

5,841

5,988
5,800

5,756

5,880

5,878

5,874

5,701

5,799

5,975

5,872

5,817

5,704

（¥）
1Q

2Q

3Q

FY03/2015年

4Q

1Q

2Q

3Q

FY03/2016

4Q

1Q

2Q

3Ｑ

FY03/2017

4Q

1Q

2Q

FY03/201814

1. FY03/2018 2Q Results Overview

1. Consolidated Results Overview
2. Results by Segment
・Summary・Oisix KPI・Daichi wo Mamoru Kai KPI
3. Reforms to Profit Structure

15

Daichi wo Mamoru Kai: Subscriber Trends
In the 1H, promotional spending restrained and emphasis placed onreview of earnings structure.
In the 2H, launch of new services and catalogue renewal planned.
vs PYE

FY03/2018 2Q

43,687

46,89846,6222Q

3Q
FY03/2016

45,450

4Q

94.6

%

45,09145,68046,43846,145

1Q

2Q

3Q

4Q

FY03/201744,84843,68746,000

1Q

2Q

計画
Full-year
Guidance

FY03/201816

Daichi wo Mamoru Kai: ARPU Trends
Whilst Average Customer Spend was flat YoY, frequency of purchases
had an impact and ARPU saw a slight decline.
FY03/2018 2Q

YoY¥19,875 97.8
AnnualAvg.

％

21,84723,061

25,904
20,74922,53021,98724,443
20,303

20,65519,884

19,875（¥）

2Q

3Q
FY03/2016

4Q

1Q

2Q

3Q

4Q

FY03/2017

1Q

2Q

FY03/2018※ ARPU:Average Revenue Per User
※ Regular Subscribers: Frequency of Purchase x Avg Customer Spend (Basket)※ Quarterly-end data for FY03/2016 2Q～FY03/2017 4Q. Quarterly avg. from FY03/2018 1Q onwards.

17

Daichi wo Mamoru Kai: Frequency of Purchases

FY03/2018 2Q

2.58
Annual
Avg.

YoY

94.5

Times

％

2.87

2.78

2.91

2.77

2.92

2.87

2.73

2.72

2.75

2.60

2.58

（Times）
2Q

3Q
FY03/2016

4Q

1Q

2Q

3Q

4Q

FY03/2017

1Q

2Q

FY03/2018※ Quarterly-end data for FY03/2016 2Q～FY03/2017 4Q. Quarterly avg. from FY03/2018 1Q onwards

18

Daichi wo Mamoru Kai: Average Customer Spend

FY03/2018 2Q¥7,700
Annual
Avg.

YoY

+3.5

％

7,576

7,900

8,897

8,979
7,719

7,463

7,674

7,507

7,441

7,637

7,700

（¥）
2Q

3Q
FY03/2016

4Q

1Q

2Q

3Q

4Q

FY03/2017

1Q

2Q

FY03/2018※ Quarterly-end data for FY03/2016 2Q～FY03/2017 4Q. Quarterly avg. from FY03/2018 1Q onwards

19

1. FY03/2018 2Q Results Overview

1. Consolidated Results Overview
2. Results by Segment
・Summary・Oisix KPI・Daichi wo Mamoru Kai KPI
3. Reforms to Profit Structure20

Business Reorganization via Reforms to Profit Structure”Oisix Crazy for Veggy - Atre Kichijoji” and “Daichi wo Mamoru
Dining,” whilst contributing to brand penetration, were closed.
Resources will be concentrated on growth models.
■Oisix Crazy for Veggy Atre Kichijoji

Closed on 10 Sept 2017

■Daichi wo Mamoru Dining

Closed on 31 Aug 201721

Contents

FY03/2018 2Q
Social Activities

TABLE FOR TWO
Oisix donates 3% of revenue to TFT from sale of TFT-accredited products
to customers. Proceeds go toward meals and construction of places forchildren in developing countries to eat.
お客様

Oisix

Donates3％of SalesPurchase of TFT-accredited products

Sale of TFT-accredited Products

Delivers
lunches tochildren indeveloping
countries※Cumuative through Sept 2017, 1 Lunch =¥20 Equivalent23

Renewing Fukushima’s Farmland - Iwaki Organic Cotton Tour
Cultivation of cotton, not usually the target of harmful rumors, brings anopportunity to build a new agricultural and a textile industry. Hosting of“Iwaki Organic Cotton Tour.” 50 Oisix.daichi staff members have taken partin the tour since the project began.

Iwaki Organic Cotton TourThe “Iwaki Organic Cotton Tour” is an initiative to support the “Fukushima Organic
Cotton Project.” The “Project” is an effort, via cultivation of organic cotton, to mitigate
the problem of idle and/or abandoned farmland owing to succession issues and/or the
Fukushima nuclear accident.
Fukushima Organic Cotton Project: http://www.iwaki-otentosun.jp/cotton/

24

Donating Old Clothes and Giving the Children of Pakistan aChance to Learn!
In Sept/Oct 2017, under Daichi wo Mamoru Kai’s leadership, subscribers
donated old clothes to help schools in Karachi, Pakistan.

2,579 subscribers donated about 6.3 tons of old clothes!
JFSA( Japan Fiber Recycle Solidality Association):http://www.jfsa.jpn.org/about.html）

25

Hosting of Tokyo Harvest 2017!
Bountiful Harvest Festival “Tokyo Harvest 2017,” a venue for expressing
gratitude to producers, was held at the Roppongi Hills Arena. Lots ofattention from various media including NHK, TV Tokyo…etc.

In this year’s event, for the 5 th time, everyone from children to parents to foreign visitors were able toexperience the “eating,” “playing,” “studying” and other aspects of Japanese food culture. Some 30 stores
opened booths where visitors were able to buy everything from food ingredients to finished dishes.
26

Contents

FY03/2018 2Q
Activities
Overview

FY03/2018 Strategy & Action
1. Growth of Home Delivery Business(1) Oisix: Strengthening of Premium Jitan Value(2) Daichi wo Mamoru Kai: Reforms to Profit Structure

２. Status of Merger/ Efforts to Secure Synergies(1) Status of Merger(2) Status of Efforts to Secure Synergies

３. Growth Strategies besides Home Delivery Business(1) Real Business（Physical Store/ Wholesale）(2) Overseas Business(3) Novelty Business4. Tokushimaru

FY03/2018 Strategy & Action
1. Growth of Home Delivery Business(1) Oisix: Strengthening of Premium Jitan Value(2) Daichi wo Mamoru Kai: Reforms to Profit Structure

２. Status of Merger/ Efforts to Secure Synergies(1) Status of Merger(2) Status of Efforts to Secure Synergies

３. Growth Strategies besides Home Delivery Business(1) Real Business（Physical Store/ Wholesale）(2) Overseas Business(3) Novelty Business4. Tokushimaru

(1) Oisix: Enhancing Premium Jitan Value■What is Kit Oisix?

Includes recipe forcooking Main Dish/ Side
Dish in just 20-minutes

Have only what you
need in optimal
form! Lots ofvegetables to boot!

Encountering a newrepertoire … together.

30

(1) Oisix: Enhancing Premium Jitan Value
Growth of meal kits in the U.S. has been followed by expansion of players
and market size domestically. Placed 4 th in the “Nikkei Trendy 2017
Ranking of Hit Products.”■Nikkei Trendy Dec 2017 Edition■Survey Results: “Kit Oisix” secures No.1 spot!
Kit
Oisix

Compa Compa Compa
ny A
ny B
ny C

Unans
wered

Product one would
most like to try.

140

25

12

41

96

Product one would
most like torecommend to afriend.

75

43

15

38

143

Product that makes
cooking most fun.

104

31

32

36

111

Product one believes
is most talked about.

119

26

15

47

107

Product most suitedfor families with smallchildren.

86

38

21

76

93

Product most suited
for working women.

87

62

25

59

81

【Research Outline】
・Survey of brand penetration of nine suppliers of meal-sets.
・Above questions directed to only those who recognized all four of the
top brands.

31(1) Oisix: Enhancing Premium Jitan Value
Popularity of Kit Menu Varieties - Summer Break Project Kits, Noodle
Kits Series, Easy Kits for the non-Cook etc. – have continued to drive
sales.
■Kit Oisix Menu Examples

Cumulative Kit Shipments

7.0mn

62K

exceeded!!

50K（July 2013～Sept 2017）

32K

1Q

2Q

3Q

FY03/2016

4Q

1Q

2Q

3Q

FY03/2017

4Q

1Q

2Q

FY03/2018

Kit Course Subscriptions（Unit: Thds of People）

32

(1) Oisix: Enhancing Premium Jitan Value
Launching of Kits that recreate Manga meals and collaborative Kits
with TV Personality Yuko Ogura famous for her cooking skills.
■Recreation of Space Meals!
“Space Brother Meal Kit”

■Ms.Yuko Ogura Compiled “Cooking w/Your Kids”

33

(1) Oisix: Enhancing Premium Jitan Value
Deepening Your Love! Anjasshu/ Ken Watanabe Compiled “Kit Oisix
for Two”. Hot media topic - orders rising.

Nippon TV NEWS24, ZIP!(Yomiuri TV), “Mezamashi (Wake-up) TV (Fuiji TV) … etc.
Getting picked-up on various media including TV, Magazines, and the Internet!
34

(1) Oisix: Enhancing Premium Jitan Value
Launch of “Kit Oisix for Toddlers” which allows for easy cooking of
dishes for 1~2 year-olds along with main dishes for adults.
The challenges of cooking separate meals for the
toddler …
For such time-pressed parents we offer on alimited basis “Kit Oisix for Toddlers.” In just 25minutes, prepare a main and side dish for 2 adults+ 1 toddler (1~2 years of age). Recipe createdunder supervision of nutritionist Yuriko Ota with
toddler tastes and appetite in mind.

35

(2) Daichi wo Mamoru Kai: Reforms to Profit Structure Focusing on reforms to the company’s earnings structure during
the 1H. Whilst restraining overall promotional costs, implementing
measures to improve the efficiency of targeted marketing as wellas implementing consolidation of plants.
 In the 2H, implementing measures to increase new customer
acquisition via renewal of catalogues and launch of new services.
1st Half Boosting efficiency of
customer acquisition

40% cut in average cost ofcustomer acquisition

2nd Half Catalogue Renewal
 Launch of New Services

 Consolidation of Plants

36

FY03/2018 Strategy & Action
1. Growth of Home Delivery Business(1) Oisix: Strengthening of Premium Jitan Value(2) Daichi wo Mamoru Kai: Reforms to Profit Structure

２. Status of Merger/ Efforts to Secure Synergies(1) Status of Merger(2) Status of Efforts to Secure Synergies

３. Growth Strategies besides Home Delivery Business(1) Real Business（Physical Store/ Wholesale）(2) Overseas Business(3) Novelty Business4. Tokushimaru

(1) Merger Status: Organizational/ Management Structure
Maintaining both the Oisix and Daichi wo Mamoru Kai brands.
Back-office and functional aspects to be merged to enhancecompany’s ability to drive forward.
Product
Divisions

Functional
Divisions••••Customer Support
Systems
DeliveryOperations• Oisix Products• Daichi wo
Mamoru Kai
Products• Product Center• OtherBack-Office Divisions••••

Corporate Planning
Marketing
Administration
Other

Business
Divisions• Oisix EC Business• Daichi wo Mamoru
Kai Home Delivery
Business• Other Businesses

Management
Structure
Representative
Director - Chairman
Kazuyoshi Fujita
Representative
Director - President
Kohey Takashima38

(1) Merger Status: Office
Realization of an All-Staff-One-Floor office to promote a mutual
understanding and productivity. Equipped with lounges andstanding-room-only meeting rooms to boost job execution.

39

(1) Merger Status: Teamwork
Company-wide meetings to promote sharing of common businessstrategies and principles. To promote teamwork, company-paid
programs implemented for employee social events.

40

(2) Status of Efforts to Secure Synergies
Home
DeliveryBusiness

Marketing

Procurement&
Production

Delivery

Other
Operations

Synergies
・Expanded customer
market/ more
efficient customer
acquisition
・Greater customer spend(baskets) with crossselling of product・Rationalization ofpromotions withexpertise sharing
・ Expansion of supplier
networks・ Internalization of
production

EffectProgress

Boost to Oisix ARPU.

Non-food product menu
composition within fiscal year.
Full-fledged launch next fiscal
year.

DinO

Launched in April 2017. Two-foldsales increase since start.

Efficiency of customer
acquisition at Daichi wo Mamoru
Kai to rise.

1H marginal profits improved by¥170mn YoY.

Stabilization of supply.
Mitigation of growthbottlenecks.

Realized in FY2017.

Consolidation of production, CoGS
benefit from economies of scale.

・ Variety in delivery formats,such as Yamato Takkyubin,
joint proprietary homedelivery, non-contact
delivery, etc.

Increased convenience to benefit
frequency of purchase andsubscriber numbers.

・Volume discounts withcentralization of
accounts.

Cuts to packaging materials costs.
Cuts to settlement commission
costs.

Regarding the production plants,
discussions on-going with a mind
toward optimization of logistics.
Grasping customer needs,
optimization of joint delivery
routes, and trials planned for
FY2017. Full-fledged
implementation planned from
FY2018.
Sequential implementation
starting in FY2017.
-Material costs (¥20mn)-Settlement related (¥30mn)-Back-office (¥10mn)

41

(2) Status of Efforts to Secure Synergies: DinO
Grand Opening on 27 July of special sales site for Daichi wo Mamoru Kai inOisix.com! Low supplies of leafy products owing to weather offset with fruits
allowing for steady sales growth.
■Oisix.com Daichi wo Mamoru Kai Special Site

■Sales trend post site launch¥29.54mn

Apr.
4月

May
5月

Jun.
6月

月
7Jul.

Aug.
8月

Sep.
9月

（Unit: ¥, Mn）

42

FY03/2018 Strategy & Action
1. Growth of Home Delivery Business(1) Oisix: Strengthening of Premium Jitan Value(2) Daichi wo Mamoru Kai: Improvement in Profit Structure

２. Status of Merger/ Efforts to Secure Synergies(1) Status of Merger(2) Status of Efforts to Secure Synergies

３. Growth Strategies besides Home Delivery Business(1) Real Business（Physical Store/ Wholesale）(2) Overseas Business(3) Novelty Business4. Tokushimaru

（1）Real Business（Physical Stores/Wholesale）”Oisix Crazy for Veggy - Atre Kichijoji” and “Daichi wo Mamoru Dining,”
whilst contributing to brand penetration, were closed. Resources will befocused on likes of Shop in Shop, in-station, and other real possibilities.
■Oisix Crazy for Veggy Atre Kichijoji■ Shop in Shop×
Closure on 10 Sept 2017

■Daichi wo Mamoru Dining■ In-station Stores×
Experience learnt from 2 storesapplied actively throughout Company
44

（1）Real Business（Physical Stores/Wholesale): Shop-in-Shop
With the addition of Daichi wo Mamoru Kai, Sales were up 99.5% YoY.
New store locations secured at likes of Miuraya and Marusho So-honten.
Looking to continue to expand.
■Activities in FY03/2018■Sales Trend（Unit: ¥mn）
YoY

+99.5%

399

200
152

90

Oisix Corner Miuraya Coppice Kichijoji Store2015
年3月期2Q
FY03/20152016
年3月期2Q
FY03/20162017
年3月期2Q
FY03/20172018
年3月期2Q
FY03/2018

Daichi wo Mamoru Kai sales

45

（1）Real Business（Physical Stores/Wholesale): Shop-in-Station
Big shelf-space expansion for “Meal Kit” at Oisix’s new store format, the instation shop “Ecute Omiya.” Serves the marginal needs of existing members
and attracts new members.
■Shelf space for Kit expanded!

■ Previous layout

46

(2) Overseas BusinessIncorporated “Shanghai Aimube Food Trading Ltd.” in China in September.
Services to Japanese expats to begin by end of year. Services to local Chinese
to commence next year. Products meet same rigorous Japanese standards.
■1st： Initiation of Services to Japanese Expats
by end of year.

■2nd：Initiation of Services to local Chinese
next year.

47

(2) Overseas Business
Ahead of Entry into China, besides local procurement activities, exports ofrice from Japan initiatedDomestic Business

Producers

Chinese Domestic
Business

Overseas
Business

Importers

Sales
Sales

Procurement

Exports

Consumers

Exporters
ZEN-NOHInternational Corporation

Wholesale48

(3) Novelty Business
Expansion of New Customers! Honda Cars Chubu/Tohoku, Orderfor novelty versions of KK Meiji’s long-seller “Kinoko no Yama.”■Honda Cars Chubu/Tohoku

Gift of two Vegeel beverages for customers
test driving and/or considering purchase.

■Meiji Co., Ltd

Oisix products presented to 1500 winners of alottery of random applicants.

49

FY03/2018 Strategy & Action
1. Growth of Home Delivery Business(1) Oisix: Strengthening of Premium Jitan Value(2) Daichi wo Mamoru Kai: Improvement in Profit Structure

２. Status of Merger/ Efforts to Secure Synergies(1) Status of Merger(2) Status of Efforts to Secure Synergies

３. Growth Strategies besides Home Delivery Business(1) Real Business（Physical Store/ Wholesale）(2) Overseas Business(3) Novelty Business4. Tokushimaru

Tokushimaru: Expansion of Mobile Sales Platform Infrastructure for“Shopping Refugees”
Tie-ups with major supermarkets Inageya and Comodi Iida!
Combined store count of 218 (mainly in the Kanto Region).
More recently, we started tie-ups with 7 other supermarkets!

・Accelerated growth – 500 vehicles by end FY03/2019
・Promote an operating environment where sales partners can thrive.

51

Tokushimaru: Number of Vehicles in Operation (VIO)
Reflecting support in management and staffing post becoming a
subsidiary, VIO in 1-year were +75 or +44％ YoY
243

1-year Growth

+44%

221
205
189
168

Prefectural Coverageas of Sept 2017

145

39

108
92
72
50

3 4

5 6 6

12
7 9 9

18

27

34
（VIO）

Prefectures(and City Governments)

1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q
FY3/2013

FY3/2014

FY3/2015

FY3/2016

FY3/2017

52

Tokushimaru: Aggregate Transaction Value
On the back of solid VIO growth, aggregate transaction value (※)
in FY03/2018 2Q was +53% YoY to ¥1.31bn.

1,310
YoY

+53

1,224
1,022 1,035

%

852
698
512
438
314
232

6

11

16

19

25

31

36

1Q

2Q

3Q

4Q

1Q

2Q

3Q

FY03/2013

FY03/2014

37

56

79

4Q

1Q

2Q

118

152
(¥, Mn）

3Q

FY03/2015

4Q

1Q

2Q

3Q

FY03/2016

4Q

1Q

2Q

3Q

4Q

1Q

2Q

FY03/2017※ Aggregate Transaction Value＝Total Product Sales (Company Sales ＝Royalty per Vehicle)
53

Contents

TOPICS
Toward the
Building of a
New Produce
Logistics
Network

TOPICS: On Building a New Produce Logistics Network

1. Producer Support for GAP Accreditation
２. Support Law for Enhancement of AgriculturalCompetitiveness３. Strengthening of Relations with Agricultural
Cooperatives (JA)
4. Initiation of Joint R&D with Yamato Transport

Support to Producers for GAP Accreditation
Production management app released in limited areas. Ahead of full-fledged launch, invitation
for test users initiated. Support for GAP accreditation scheduled to begin in the current fiscal
year with full launch scheduled next year.
■Oisix.daichi■Producer (App Users)

・Data analysis
・Harvest forecasts
・RecordManagement

・Administrative support
based on data analysis.
・GAP Application Support
・Notification of timing ofpesticide application etc.

・Pesticide
application status
・Growth status info.
・Harvest info. etc.

Collection of user data

App Control Page

56

Awarded Certification under “Support Law for Enhancement ofAgricultural Competitiveness”
The merger of Oisixi and Daichi wo Mamoru Kai is seen to advance rationalizationin distribution and increased productivity. Oisix.daichi is the first to win certification
under the new Support Law for Enhancement of Agricultural Competitiveness.

57

Strengthening of Relations with Agricultural Cooperatives (JA)Allows expansion in procurement and enhancement of product development.
A 2.2-fold increase in transaction value!
Merits to Oisix.daichi・Stable procurement of products meeting Oisix
standards
・Access to high-quality products using state-of-the-art equipment
・Development of processed agricultural products

Transaction Value, YoY

2.2x

Merits to JA and/or JA Member Producers
・Access to new sales channels, efficient use of
production equipment
・Owing to direct transactions, pricing not affectedby markets allowing for planned production

Actual Examples
・JA Aoren・・・・・・・・・Beverage Products
・JA Iwate Chuo・・・・・ ・Apples
・JA Sakuasama・・・・・・ Zucchini, Green Beans
・ZEN-NOH Foods Co., Ltd.・Frozen Products
・・・・・etc.

FY03/2017 2Q

FY03/2018 2Q
58

Initiation of Joint R&D with Yamato Transport
Launch of “Vegi-Neko” project combining Yamato Transport’s shipping
network and Oisix.daichi’s producer network. A solution to challenges offresh produce logistics.

Expansion of
producersales channels !!

Trials begun in Yamagata. Trials to be expanded to Miyazaki in Jan 2018!
59