TSE 1st CODE ： 24180

http://www.bestbridal.co.jp/

Best Bridal Inc.
Results of Operations for the Second Quarter Ended June 30, 2011

August 11,2011

1

Contents

1.1.FY12/11
FY12/112Q
2QConsolidated
ConsolidatedFinancial
FinancialSummary
Summary

2.2.BusinessBusinessForecasts
Forecastsfor
forFY12/11
FY12/11

P 3 FY12/11 2Q Summary of Consolidated Business Results

P15 Revisions to Business Forecasts announced on May 13, 2011

P 4 Consolidated Gross Profit

P16 Consolidated Business Forecasts for FY12/11

P 5 SG&A Expenses and Start-up Cost

P.17 Domestic Operations ― Business forecasts

P 6 Consolidated Operating Profit, Ordinary Profit and Net Profit

P18 Overseas Operations ― Business forecasts

P 7 Summary of Domestic Operations
P.8 Domestic Operations ― Existing Outlets (non-consolidated basis)
P.9 Domestic Operations – Opened Omiya-Rikyu
P10 Domestic Operations – Operation of Outlets

3.3.Future
FutureStrategies
Strategies
P 20 Future Strategies

P11 Summary of Overseas Operations

P.21 Strategies for Domestic Operations Promotion of “Region’s
No.1 Outlet” Strategy

P12 Overseas Operations ― Facilities

P.22 Hotel Intercontinental Tokyo Bay – Current Situation– Current Situation

P13 Consolidated Balance Sheets

P.23 – Location Advantage and Use of Brand PowerP.24 – Improvements in Accommodation and Restaurants
P.25 – Further Enhancement of Wedding Division
P.26 – Summary
P.27 – Corporate Data

2

FY12/11 2Q Financial Summary

3

FY12/11 2Q Summary of Consolidated Business Results
ActualMillion yen

FY12/10 2Q

YoY change
FY12/11 2Q

AmountPct.

17,186

18,673+ 1,486+ 8.7%

Domestic operation Net sales

15,811

17,375+ 1,564+ 9.9%

Overseas operation Net sales

1,375

1,297

△ 77

△ 5.7%

Operating profit

2,696

1,882

△ 814 △ 30.2%

Ordinary profit

2,540

1,852

△ 688 △ 27.1%

Net profit

1,367

551

△ 816 △ 59.7%

Net sales

Annual dividend per share※

2,500円※

1,000円*The company conducted a 3-for-1 stock split as of October 1, 2010.
Interim dividend per share for FY6/10 when calculated using shares outstanding at the end of Jun. 2011 is ¥833.33.

Sales rose due to increase in domestic sales but profits declined YoY due to the earthquake● Sales increased YoY due mainly to rise in sales from consolidated subsidiary Hospitality Network, contribution of Iseyama
outlet opened in May 2010 and expansion of Omiya outlet (Rikyu) opened in March 2011.
● Overseas sales decreased YoY because although the no. of weddings held increased due to an alliance with Kuraudia the no. of
weddings directly operated by Best Bridal decreased in 2Q as a result of the earthquake.
● Decrease in exchange loss led to a significant improvement in non-operating income and expenses● Posted asset retirement obligations in prior years associated with the change in accounting standards (¥446 million) as an extraordinary loss.

4

Consolidated Gross Profit
Million yen

FY12/10 2Q

YoY change

FY12/11 2Q

AmountPct.

Consolidated gross profit

6,045

5,683

△ 362

△ 6.0%

Gross profit (Japan)

5,697

5,301

△ 396

△ 7.0%

Gross profit (Overseas)

347

381

+ 34

+ 9.8%

FY12/10 2Q

FY12/11 2Q

YoY change

Consolidated gross profit margin

35.2%

30.4%

△ 4.7pGross profit margin (Japan)

36.0%

30.5%

△ 5.5pGross profit margin (Overseas)

25.3%

29.4%

+ 4.1p

Despite increase in overseas earnings, decrease in earnings in domestic operations lowered gross profit
and profit margin.
【 Domestic operations 】● Gross profit increased due to contribution of earnings from Iseyama outlet in Yokohama opened last May and due toa new consolidated subsidiary but gross profit decreased YoY for postponing weddings because of the earthquake
Drop in gross profit margin is mainly attributable to the launch of hotel business from FY12/11.

【 Overseas operations 】● Gross profit and profit margin improved YoY as a result of strengthening marketing base and reduced subcontracting
cost due to the yen’s appreciation.

5

SG&A expenses and Pre-operating Expenses【 Selling and general administrative 】
Million yen

FY12/10 2Q

YoY change

FY12/11 2Q

AmountPct.

Selling and generaladministrative expenses

3,348

3,801

+ 452

+ 13.5%

SG&A expenses margin

19.5%

20.4%

+ 0.9p-Increased YoY as a result of converting Hospitality Network into a consolidated subsidiary● Small effect on higher SG&A expenses of Omiya-Rikyu, which opened in March, for sharing costs with the existing
Omiya outlet【 Pre-operating Expenses 】
Million yen

Pre-operating expenses
Pct. of sales

FY12/10 2Q

YoY change

FY12/11 2Q

Amount

Pct.

316

128

△ 188 △ 59.3%

1.8%

0.7%

△ 1.1p*Rents, etc. which have accrued by the opening of new outlets are included in the SG&A expenses as a start-up cost.
*Includes the cost of consumables (cost of sales) in the first month after opening.

Posted start-up costs for Omiya outlet (Rikyu) [4 guest houses] but decreased YoY.
● Posted cost of consumables at the time of opening (cost of sales).
● Also posted advertising expenses and rental expense before opening as start-up costs. (SG&A expenses)-

6

Consolidated Operating Profit, Ordinary Profit and Net Profit
Million yen

FY12/10 2Q

FY12/11 2Q

YoY change
AmountPct.

Operating profit

2,696

1,882

△ 814 △ 30.2%

Operating margin

15.7%

10.1%

△ 5.6pOrdinary profit

2,540

1,852

△ 688 △ 27.1%

Ordinary profit margin

14.8%

9.9%

△ 4.9p

Net profit

1,367

551

△ 816 △ 59.7%

8.0%

3.0%

△ 5.0p

Net profit margin-

Profits decreased YoY due to the effect of the earthquake. Net income was also affected by the postingof an extraordinary loss.
【Operating profit 】● Decreased YoY due to a drop in gross profit and higher SG&A expenses resulting from converting Hospitality Network
into a consolidated subsidiary【Ordinary profit 】●Exchange loss decreased to ¥8 million (exchange loss of ¥112 million in FY10 2Q) and non-operating income andexpenses improved YoY【Net profit】● Decreased YoY for posting asset retirement obligations in prior years associated with the change in accounting
standards (¥446 million) as an extraordinary loss in addition to decreases in operating and ordinary profits.

7

Summary of Domestic Operations

Net sales

YoY change

FY12/10 2Q

FY12/11 2Q¥15,811million¥17,375million +¥1,564million

AmountPct.

+ 9.9%

No. of guest houses at end of
period

54

58

+4

-

Of which multi-guest house type

41

45

+4

-

Of which Double-guest house type

8

8

-

-

Of which Single-guest house type

5

5

-

-

No. of weddings

3,629

3,797

+ 168

+ 4.6%

Operating rate ※1

62.6%

55.9%

-

¥4,218thousand¥4,130thousand△ 6.7p△ ¥88thousand※2

Average revenues per couple△ 2.1%*1: Operating rate does not include the no. of weddings held at Hotel Intercontinental Tokyo Bay.
*2: Average revenue per couple does not include “ceremony-only”, “general banquet” and no. of weddings held at Hotel Intercontinental Tokyo Bay.

Severely affected by the earthquake but sales and the no. of weddings held increased YoY● Domestic sales and the no. of weddings held increased as a result of converting Hospitality Network into a consolidated
subsidiary.
● Average revenue per couple dropped slightly resulting from decrease in the average no. of guests due to the earthquake.
● Opening of Omiya outlet (Rikyu) raised the no. of guest houses at the end of 2Q from 54 to 58.

8Domestic Operations – Existing Outlets (non-consolidated basis)
Million yen

Net sales
Gross profit
Gross profit margin
SG&A expenses
SG&A expenses margin
Operating profit
Operating margin
No. of weddings
Operating rate
Average revenues per couple ※FY12/10 2Q

YoY change

FY12/11 2Q

AmountPct.

14,664
4,246

12,9303,101△ 1,734 △ 11.8%△ 1,144 △ 27.0%

29.0%

24.0%

△ 5.0p

-

877

905

+ 28

+ 3.2%

6.0%

7.0%+ 1.0p

-

3,369

2,196

23.0%

17.0%

△ 6.0p

-

3,385
63.2%

3,057
56.1%

¥4,200thousand¥4,087thousand△ 328△ 7.1p△ ¥112千円△ 9.7%△ 2.7%△ 1,172 △ 34.8%

Target outlets: Nihonbashi, Shirogane, Yokohama, Osaka, Sendai, Nagoya-Hoshigaoka, Shinurayasu, Omiya, Aoyama, Ichigaya, Shinsaibashi,
Nagoya-Marunouchi, Kyoto, Nagoya-Yagoto, Chiba, Akasaka, Odaiba Nagoyako (total: 18 outlets).
* Average revenue per couple does not include “ceremony-only” and “general banquet”

The no. of weddings held, sales and operating profit dropped YoY due mainly to the postponementof weddings following the earthquake● Sales decreased YoY due to a drop in the no. of weddings held mainly at east Japan outlets.
● Drop in the no. of weddings held and average revenue per couple lowered operating profit and profit margin YoY.

9

Domestic Operations – Opened Omiya-Rikyu

Omiya Rikyu

Adjacent to Omiya outlet 4 more guesthouses

Opened in Mar. 2011 aiming for the region’s No.1 outlet in Saitama.
Built an authentic Japanese garden, aquatic temple and guesthouses
for Japanese-style weddings.
Enhanced amenities, including an authentic Japanese garden and a large lobby

Excellent wedding halls including aquatic temple
and church surrounded by water

Aquatic temple

Church surrounded by water

Established 4 guesthouses including guesthouses for Japanese-style wedding

Bamboo court

Expanded the outlet and raised operating
efficiency and profitability by opening theoutlet in the vicinity of the existing
Omiya-ArtGrace Wedding Chateau

Hollywood Sweet

New York

Established guesthouses forresort-style wedding as well as
for Japanese-style wedding
Blossom Garden

10Domestic Operations － Situation of Facilities

Multi-guest
house type
10 facilities,
45 guest
housesYokohama（4）Iseyama（6）Nagoya-Yagoto（4） Nagoya-Minato（3）Aoyama（3）Shinurayasu（5） Omiya Chateau （4） New Omiya Rikyu (4)Osaka（5）Kyoto（3）

Hoshigaoka（2）Shinsaibashi（2）Sendai（3）Double-guest
house type
4 facilities,
8 guesthouses
Shirokane（2）Chiba（2）Facilities with “NewNew ” opened
during FY12/11. Parentheses
show the no. of guest houses ofeach facility.

Single-guest
house type
5 facilities,
5 guesthousesRegionNo. of guest
housesNihonbashi（1）Ichigaya（1）Akasaka（1）Odaiba（1）TokyoTokyo area

NagoyaKansai

926

10

Nagoya-Marunouchi（1）Other areas

10

3

Total

58

11

Summary of Overseas Operations
FY12/10 2Q

YoY change

FY12/11 2Q

AmountPct.

¥1,375million¥1,297million△ ¥77million△ 5.7%

9

8

△1

－

No. of weddings

1,253

1,340

+ 87

+ 6.9%

Hawaii

1,083

1,108

+ 25

+ 2.3%

Bali

170

232

+ 62

+ 36.5%

Hawaii/Bali DW

267

240

△ 27 △ 10.1%

Net sales
Year-end Facilities* The avg. price of overseas operations is not presented since revenue per couple varies significantly depending on with or without travel fees.

The no. of weddings held increased due to market recovery but because weddings directly operated
by Best Bridal in 2Q decreased resulting from the earthquake, sales dropped.
● Hawaiian wedding market recovered rapidly because of the yen’s appreciation. Due to the earthquake, weddings
directly operated by Best Bridal in 2Q decreased but an alliance with Klaudia raised the no. of weddings held YoY.
● The no. of weddings held increased YoY due to a recovery in the Bali wedding market.
● The no. of destination weddings (DW) in Bali increased. Because the no. of weddings in Hawaii where sales of lessprofitable products ended dropped, the no. of weddings held decreased YoY but sales as a whole were strong.
●Although the no. of weddings held in Hawaii and Bali increased, sales decreased YoY as a result of a drop in the no. of
weddings directly operated by Best Bridal.Decrease in 1 facility out of exclusive chapels in Hawaii due tothe termination of contract. (Minimal impact on net sales)12Overseas Operations Outlets【Opened 6 outlets in Hawaii and 2 outlets in Bali in Indonesia, a total of 8 facilities.】
4 directly operated and 3 exclusive chapels in Hawaii【 Directly operated】【 Directly operated】

Hilton Hawaiian Village Ocean Crystal Chapel

Paradise Cove Crystal Chapel【 Exclusive use】

【 Exclusive use】

St. Andrew’s Cathedral

Waioli Chapel【 Directly operated】 【 Directly operated】

Blue Lagoon Chapel

House of Iris

2 directly operated outlets in Bali

Tirtha Uluwatu

Tirtha Luhur Uluwatu

13

Consolidated Balance SheetsA
A ss ss ee tt ss

Liabilities
Liabilities andand netnet assets
assetsChanges in tangible fixed assets

Interest-bearing debt

Increase in buildings and structures ： Increase in outlet (Omiya-Rikyu) opened in 2011
Increase in tools, furniture and fixtures： Increase in outlet (Omiya-Rikyu) opened in 2011
Decrease in construction in progress ： Shift to buildings and structures due tothe opening of Omiya-Rikyu

Dec. 31, ’09 Jun. 30, ’10
Current assets
10,448
10,468Cash and deposit
8,581
8,673
Accounts receivable
317
254
Products
92
55
Raw materials and inventory goods
384
334
Fixed assets
30,42935,371
Tangible fixed assets
20,932
23,247
Buildings and structures
23,352
26,991Others2,958
3,383
Accumulated depreciation△ 10,279 △ 11,708
Land
4,563
4,566
Construction in progress
337
15
Intangible fixed assets
175
1,350
Investments and other assets
9,320
10,773
Investment securities
1,819
1,396
Lease and guarantee deposits
4,011
5,710
Construction assistance fund
1,020
954
receivables
Deferred assets
14
47
Total assets
40,89145,886

Million yen

Change

20
91
△ 63
△ 37
△ 49

Amount of interest-bearing debt: ¥ 20,130mn (up ¥4,357million from end of Dec.’10)

Net assets
Net assets : ¥16,047mn （Up ¥215mn from end of Dec.’10）

Million yen
Total liabilities
Current liabilities
Accounts payable
Short-term debt
Current portion of long-term debt
Current portion of bonds

2,314
3,638
424
△ 1,428
2
△ 321
1,174
1,452
△ 422
1,698
△ 66
32
4,995

Accrued amount payable
Advances received
Fixed liabilities
Bond
Long-term debt
Provision for loss on cancellation ofle ase contract

Asset retirement obligation

Net assets
Shareholders’ equity
Capital/capital surplus
Retained earnings
Valuation and translation
adjustments

Total liabilities and net assets

10/12末25,05910,105
1,733
2,789
356
2,164
1,196
14,954984
11,643205
15,832
16,046
1,106
14,939△ 214
40,891

11/6末

29,83910,427
1,685
10
3,520
640
736
2,083
19,411
2,522
13,437178
1,052
16,047
16,181
1,106
15,074△ 133
45,886

増 減

4,779
321
△ 48
10
731
284
△ 1,427
886
4,457
1,538
1,793
△ 26
1,052
215
135
135
80
4,995

14

Business Forecasts for FY12/11

15

Revisions to Business Forecasts announced on May 13, 2011
FY12/11 forecast

Million yen
Initial forecast

vs. Initial forecast

Revised forecast

Change43,00040,400△ 2,600

Domestic operation Net sales

40,35037,750△ 2,600

Overseas operation Net sales

2,650

2,650

－

Operating profit

7,250

5,470

△ 1,780

Ordinary profit

6,950

5,420

△ 1,530

Net profit

3,500

2,360

△ 1,140

Net sales

Best Bridal revised its business forecasts due to the effect of the earthquake.
Breakdown of downward revision of domestic operations→ wedding-related (guesthouses):△¥1,700 million, hotel-related:△¥900 million● Drop in sales due to temporary suspension of outlets in disaster-stricken Sendai and postponement and cancellation of
weddings at east Japan outlets.

●Lower operating rate and sales of hotels as a result of decrease in foreign travelers.
●Sales will decrease due to the above factors while profits are expected to fall short of the initial forecasts due toburden of fixed costs including facility cost and labor cost.

16

Consolidated Business Forecasts for FY12/11
Million yen

FY12/10 ActualPct.

40,400+ 1,955

7,221

5,470

△ 1,751 △ 24.3%

18.8%

13.5%

6,946

5,420

18.1%

13.4%

3,774

2,360

9.8%

5.8%

△ 4.0p¥15,418.91¥9,640.52△ ¥5,778.39

Operating profit
Operating margin
Ordinary profit
Ordinary profit margin
Net profit
Net profit margin

Annual dividend per share

Amount38,444

Net sales

EPS

ChangeFY12/11 Forecast※¥4,200¥2,000+ 5.1%△ 5.3p－△ 1,526 △ 22.0%△ 4.7p－△ 1,415 △ 37.5%※－△ ¥533.33*The company conducted a 3-for-1 stock split as of October 1, 2010.
Breakdown of annual dividend per share for FY12/10 is ¥2,500 at the end of 2Q, year-end dividend of ¥1,200 and commemorative dividend of ¥500,
and the amount is based on the stock split.

Sales will increase YoY due to higher domestic sales but expect decrease in earnings due to the effectof the earthquake.
● Sales are expected to increase YoY as domestic sales will remain high.
● Operating profit and ordinary profit are expected to decline because profit margin is likely to decline fromthe beginning of the fiscal year for starting the hotel business and drop in sales due to the earthquake.
● Expect a decrease in net profit due to the effect of the earthquake and for posting asset retirement obligations inprior years as an extraordinary loss.

17

Domestic Operations – Business Forecasts
FY12/10 Actual
Net sales※¥35,641million

FY12/11 Forecast

ChangeAmountPct.

※¥37,750million ※+ ¥2,108million+ 5.9%

54

58

+4

-

Multi-guest house type

41

45

+4

-

Double-guest house type

8

8

-

-

Single-guest house type

5

5

-

-

8,157

8,390

+ 233

+ 2.9%

Total guest houses at end of period

No. of weddings*Domestic sales for FY12/10 include hotel-related sales of ¥1,333 million and FY12/11 forecast of domestic sales includes hotel-related sales of¥4,550 million.
The amount of increase in domestic sales for FY12/11 excluding the effect of the above is expected to be ¥1,109 million.

Expect increase in sales due to rise in sales from a new consolidated subsidiary, contribution of
Iseyama outlet for the full year and expansion of Omiya outlet.
● Sales are expected to fall short of the initial plan due to the earthquake but sales likely to increase YoY as a result ofrise in sales from consolidated subsidiary Hospitality Network and contribution of Iseyama outlet for the full year
which opened in May 2010.
● Sales of existing outlets are expected to decrease YoY due mainly to the postponement of weddings at east Japan outlets.
● Open 4 guest houses (expansion of Omiya outlet) raising the no. of guest houses from 54 to 58 at the end of the year.
*4 other wedding halls including Hotel Intercontinental Tokyo Bay have been added due to converting Hospitality Network into a subsidiary from FY11/12.

● Expect an increase in the no. of weddings held for the same reason as in increase in net sales

18

Overseas Operations – Business Forecasts

Net sales
Year-end Facilities
No. of weddings

FY12/10 Actual

FY12/11 Forecast¥2,802million

ChangeAmountPct.

¥2,650million△ ¥152million△ 5.4%

9

8

△1

-

2,594

2,660

+ 66

+ 2.5%

Expect drop in sales YoY due to suspension of less profitable business but the no. of weddings
will increase and profitability will improve● Expect the no. of weddings held in Hawaii to increase due to the improvement of the market environment.
● The no. of weddings in Bali is expected to increase as the market will bottom out and recover and DWs will increase.
● The no. of DWs held is as planned.
● Sales will decrease YoY as a result of suspending less profitable business but profitability will improve.
Decrease in 1 facility out of exclusive chapels in Hawaii due to the termination of contract.
(Minimal impact on net sales)19

Future Strategies

Future Strategies
Continue with new business strategies aiming for a corporate entity which enables continuous and stable growth.

Strategies for Domestic Operations
1. Region’s No.1 outlet strategy (opening of large outlets in major cities, incremental development adjacent areas, etc.)
2. Increase profitability of Hotel Intercontinental Tokyo Bay
3. Strengthen efforts towards Japanese-style wedding needs
4. Efficiently strengthen existing outlets through re-innovation
5.6.Strengthen
efforts towards effective use of Best Bridal’s facilitiesの取組み強化6. Strengthen efforts towards wedding business

Strategies for Overseas Operations
7. Provision of weddings that meets the diversified customer needs in Hawaii(Cathedral weddings, guest house weddings, etc.)
8. Continue to take an active approach toward Destination Weddings
9. Strengthen efforts towards Asian strategy

Corporate Strategies
10. Strengthen efforts company-wide towards reducing costs including utility costs, purchasing and subcontracting costs and rents
11. Continue to further strengthen financial base
12. Continue to strengthen the hiring of new graduates and development of human resources
13. Further strengthen the governance function and compliance of the entire group including subsidiaries

20Strategies for Domestic Operations – Promotion of the “Region’s No.1 Outlet” Strategy
Aim for the region’s No.1 outlet by responding to various wedding styles while offering wedding receptionsof diverse concepts.
Aim for overwhelming No.1 outlets in region where outlets are located as well as attract customers who
shifted to other facilities
Wedding halls Chapels and an authentic temple which create various wedding scenes

Stained glass cathedral

Ocean view church

Church surroundedby forest

Church surroundedby water

An authentic temple

Western style wedding

Civil wedding

Guest houses Diversified guest houses which differ in type and concept

British styleFrench style

Italian style

American style

Bali style

Oriental style

Japanese style21

Hotel Intercontinental Tokyo Bay – Current Situation

Up to the present● Accommodation and restaurant divisions
Started off well as planned in January and February
but were greatly affected by a considerable decline in
the no. of days visited by foreigners after the earthquake
in March*Gradually recovered from June

● Wedding division
Despite being affected by the earthquake, made a goodstart toward revitalization by introducing Best Bridal’s
knowhow and personnel

Making efforts to raise profitability from FY12/11
by shifting to a hotel which serves the purpose ofpeople with wedding business at the core
Following the wedding division, Best Bridal will
strengthen its accommodation and restaurant divisions

22

Hotel Intercontinental Tokyo Bay – Location Advantage and Use of Brand Power

23

Improve earnings in the accommodation and restaurant divisions by using the convenience of closeness to
the Haneda Airport and brand power
using
Haneda connects major cities in Japan Passengers
international airlines
and also continues to open up
8,000 thousand people(Apr.’11- Mar.’12 forecast)
new international routes

5,000 thousand people(Apr.’10- Mar.’11)

Located only 30 minutes
from Haneda airport

HanedaNo. of passengers using
Flies todomestic airlines
17 cities worldwide
thousand people
49 cities in Japan 61,600(Apr.’11- Mar.’12 forecast)

Haneda will continue to serve as a hub airport due tothe expansion of international routes
Ease of access to city center will raise the no. of users

Attract Japanese and overseas customers
through high-quality hospitality andbrand power of Intercontinental Hotels & Resorts

Target businesspeople as well as overseas customers
as it is near the Haneda airport which links
with 49 cities in Japan

Hotel Intercontinental Tokyo Bay – Improvements in Accommodation and Restaurants 24
Began working toward improving revenues of accommodation and restaurant divisions through a multiple
approach on weekdays and holidays

Create a mechanism to attract
Activation of accommodation division
guests with “purpose”
Weekday → Attract business executives and female customers
・Attract businesspeople through brand power and convenience
・Provide shuttle bus service from Hamamatsucho to boost convenience
・New business lounge, expand the club・Establish a floor and guest rooms for women only

Holiday → Attract wedding guests and individual customers
・Guests’ no. of nights to stay will increase by increasing
the no. of weddings

Activation of restaurant division
Weekday → Attract business customers
・Attract demand for business entertainments by making space fora private room in the main dining room

Holiday → Attract individual customers
・Attract various demands including engagement ceremonies,celebrations, anniversaries and gatherings
・Attract higher-income group living nearby on holidays

Hotel Intercontinental Tokyo Bay – Further Enhancement of Wedding Division
Increase the no. of wedding couples by adding new halls and remodeling into a large chapel.

4 halls capable of responding to various attendances(located where you can see Tokyo Bay and Rainbow Bridge)

Carry out measures to enhance
the attractiveness as a hotel for wedding

WillardLegrand

Addition of a new concept hall

For 100-160 people

For 80-130 people

Ocean view terrace Ｎｅｗ

CarltonMayfair

Remodel into a large
chapelRemodel into a large
chapel that can hold60 to 100 people to increase its appeal

Addition of a private chapel
Remodel suite rooms on the top floor intoa private wedding hall for a small-group ofpeople to organize small-group weddings
including remarriage and family wedding
For 30-90 people

For 30-80 people

Undergo the above remodeling this August

25

26

Hotel Intercontinental Tokyo Bay – Summary
Strengthen profitability at an early stage by introducing Best Bridal’s know how and personnel andextracting Tokyo Bay’s strong potentia
Aim to shift to a highly profitable hotel by shifting toa hotel which serves the purpose of people withwedding business at the core, while strengthening
accommodation and restaurant divisions

Increase in business and female
customers and wedding guests

Increase accommodation
division revenues

Accommodation
division

Weddingdivision

To Best Bridal’s core facilityin Tokyo

Boost customer retention

Addition of wedding halls
Remodel into a large chapel

Increase wedding
division revenues

Restaurant
division

Introduce Best Bridal’sknow how and personnel
Increase restaurant
division revenues
Attract corporate& consumer demands

27

Corporate Data
N

a

m

e

BEST BRIDAL Inc.

E s t a b l i s h e dOctober 1995

Head

office3-11-10 Higashi, Shibuya-ku, Tokyo

CE

Masayuki Tsukada, PresidentO

C a p i t a l¥472million

E m p l o y e e sConsolidated: 1,308 Non-consolidated: 436

Shares244,800 shares No trading unit

issuedShareholders

2,455

A c t i v i t i e s

1. Planning, design, operation, management and consulting of hotels, restaurants, wedding halls andother related facilities in Japan and overseas
2. Planning, operation, implementation and introduction of meals, banquet and parties
3. Travel agency business based on the Travel Law
4. Other incidental business

Consolidated
subsidiaries

Equity-method
a f f i l i a t eBest Planning Inc.
Acqua Grazie, Inc.
Hospitality Network Inc.
Best Bridal Hawaii, Inc. (U.S subsidiary)
Best Bridal Korea, Inc. (Korea subsidiary)
PT. Tirtha Bridal (Indonesia subsidiary)
Marizin Inc*As of the end of June 2011

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This presentation was prepared for the purpose of explaining the business activities, strategies and operating results of Best Bridal and is not t solicitation to purchasesecurities issued by the Company. Except where noted otherwise, all financial and corporate data are as of June 30, 2011. Opinions, forecasts and other statements notbased on historical facts represent the judgments of management at the time this presentation was prepared. Best Bridal makes no guarantees that these statements areaccurate or complete. Furthermore, forecasts and other forward-looking statements are not promises about the future and may be revised without prior notice.

IR contact: Public IR, BEST BRIDAL Inc

TEL: +81-3-5464-0081 e-mail : ir–sec@bestbridal.co.jp