G-7 Holdings
7508 First Section of the Tokyo Stock Exchange
Company Research and Analysis Report
FISCO Ltd.
http://www.fisco.co.jp

7-Jun-2013
Important disclosuresand disclaimers appear
at the back of thisdocument.

FISCO Ltd. Analyst
Yuzuru Sato

■Aims to improve synergy between businesses
through development of malls
G-7 Holdings is the largest franchisee in Japan of Autobacs stores and ofgyoumu supermarkets (“business supermarkets”). It is developing agriculturalbusiness and overseas business as new growth areas, with the goals of achieving
sales of \100bn and operating profit of \4bn in the fiscal year through March
2016, i.e., FY3/16.
In FY3/13, its consolidated sales grew by 8.5% year-on-year (y-o-y) to\82,623mn, and its consolidated operating profit rose 20.4% y-o-y to \2,622mn,
both record highs. Sales and profits increased in the mainstay Autobacs andother automotive and “business supermarkets”, losses in the Megumi no Satomarkets business declined. Reflecting the company’s strong profit growth, G-7
Holdings declared a dividend of \34 per share for FY3/13, which was more than
twice its original planned dividend of \16.
For FY3/14, G-7 Holdings projects further sales and profit growth, led by the
Autobacs and “ business supermarkets ” businesses. Both businesses provide
higher profitability than the average for G-7 Holdings, attesting to their astute
management. The company cites employee development as its main strength andexpects new Autobacs stores and new “ business supermarkets ” to support
sales and profit growth in their respective businesses. In FY3/13, it re-named its
five main subsidiaries, starting each new name with G-7 to strengthen the brand
name. G-7 Holdings plans to develop malls housing several of its operations,
thereby attracting more customers and increasing synergy between theoperations.
The company is well on the way to achieving its FY3/16 targets of \100bn insales and \4bn in operating profit. Based on its forecasts for FY3/14, its PER is
below 10x, indicating a strong potential for share price appreciation.

■Check Point
・In FY3/13, net profit hit a record high, surpassing previous high six years earlier・Company projects further growth for FY3/14 as a result of opening new storesin its two main businesses and promoting mall development
・Company is likely to increase its dividend for FY3/14, reflecting profit growth

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1

7-Jun-2013

G-7 Holdings■FY3/13 Results

G-7 Holdings’ Consolidated Sales and Operating
Profit (\mn), FY3/07 – 3/16plan
Sales （(left axis)）(\mn)
120,000

Operating Profit（right axis）

4,000

(\mn)
4,000
3,500

100,000
2,800

3,000

2,622
80,000

2,477
2,500

2,178

2,155
60,0002,000
100,000

1,323
40,00067,07871,457

76,13082,6231,500

86,0001,000

65,29720,000500
00
FY3/09FY3/10FY3/11

FY3/12

FY3/13

FY3/14e

FY3/16e■FY3/13 Results
Net profit exceeded previous high of FY3/07, company raised
dividend substantially(1) FY3/13 Results
In FY3/13, G-7 Holdings increased its consolidated sales by 8.5% y-o-y, to\82,623mn, its consolidated operating profit by 20.4% y-o-y, to \2,622mn, itsrecurring profit by 30.4% y-o-y, to \2,933mn, and its net profit by 86.1% y-o-y, to\1,345mn. Sales and profits grew in the Autobacs and other automotive businessand in the “business supermarkets” and food related business, and the Megumi
no Sato markets business reached the break-even point, following a large
operating loss in FY3/12, due to the closure of unprofitable stores. Operating andrecurring profits surpassed their previous highs of FY3/11, and net profit
exceeded its previous high of FY3/07. Because of the strong profit growthachieved, the company announced that it would pay a dividend of \34 per share
for FY3/13, up from \20 for FY3/12.

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2

7-Jun-2013

G-7 Holdings

G-7 Holdings’ Consolidated Sales and Operating
Profit (\mn), FY3/09 – 3/13
Sales （(left axis)）(\mn)

Operating Profit（right axis）(\mn)

100,000

3,500
3,000

80,000

2,622
2,477

2,500

2,155
2,178

60,000

2,000
1,483

1,497
1,332

40,00059,566

1,323
65,297

61,82971,457

67,0781,500

82,62376,1301,000

54,27320,000500
00
FY3/06

FY3/07

FY3/08

FY3/09FY3/10FY3/11

FY3/12

FY3/13G-7 Holdings’ Consolidated Results (\mn, \) in FY3/13(Unit：\mn、%)
Sales
AmountOperating Profit
YOY

AmountRecurring Profit

YOY

AmountNet profit

YOY

AmountYOY

EPS

Initial Co. forecast

80,000

5.1

2,600

19.3

2,700

20.0

800

10.7

65.73

Result82,623

8.5

2,622

20.4

2,933

30.3

1,345

86.1

110.51

Difference

2,623

22

233

545

44.78

Net non-operating profit increased by \240mn y-o-y because the company
earned a currency exchange gain accompanying yen depreciation and its losses on
the disposal of fixed assets declined y-o-y. Thus, recurring profit increased by ahigher rate than operating profit. In FY3/12, the company declared a net
extraordinary loss of \512mn stemming from losses on the closure of stores andfrom asset impairment losses. In FY3/13, however, asset impairment losses
shrank, so net profit surged.
FY3/13 consolidated sales surpassed the company ’ s initial forecast by\2,623mn and operating profit exceeded the company ’ s initial forecast by\22mn because the Autobacs and other automotive business and the “businesssupermarkets ” business performed better than first projected. Results bysegment were as follows.

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3

7-Jun-2013

G-7 Holdings■FY3/13 Results

Three Autobacs stores acquired in April 2012 turned
profitable○ Autobacs and other automotive business
Most of the company's automotive business is conducted by subsidiary G-7
Auto Service (formerly Auto Seven Co.), which operates Autobacs stores andmanages Autobacs franchises. In FY3/13, the automotive business generated
sales of \33,152mn, up 9.2% y-o-y, and operating profit of \1,718mn, up 2.0% yo-y. Sales of electronic goods for automobiles dropped because sales ofnavigation equipment and audiovisual digital tuners declined in reaction to strong
sales in FY3/12 accompanying the digitization of television broadcasting inJapan. However, sales of studless tires rose y-o-y, reflecting cold winter weather,and sales of maintenance and other services, such as car inspections and body
painting, advanced. Automotive business monthly sales in March 2013 grew bymore than 10% y-o-y , reflecting the effectiveness of policies to promote thesesales. G-7 Motors, which operates Bike Seven motorcycle shops, increased its
sales by 11% y-o-y. By the end of FY3/13, the Autobacs business operated or
franchised 60 stores, including one in Malaysia, which was eight more stores thanit operated or franchised at the end of FY3/12. Automotive businesses otherthan Autobacs business operated 22 stores at the end of FY3/13, eleven morethan it had operated a year earlier. Thus, the division operated or franchised 82
stores at the end of FY3/13.
The operating profit margin in the automotive business decreased slightly y-o-yin FY3/13, mainly because prices of car audiovisual equipment fell, eroding theirprofitability, and because the business incurred higher costs in opening or
acquiring new stores. However, this business performed well, given that Autobacs
Seven (9832), the company which franchises the Autobacs business, reported yo-y drops in consolidated sales and operating profit in FY3/13. Three unprofitable
Autobacs stores in Hiroshima that the company acquired in April 2012 turned
profitable in FY3/13, attesting to the company’s management skill.
The company attributes its success to thorough on-the-job employee training.
Every six months, G-7 Holdings’ president Tatsumi Kaneda visits each store in
the group and personally quizzes each employee. All employees are instructed in acurriculum with 10 themes, including customer approach, divisional profit
management and the construction of sales platforms, using quantitative measures
to explain why a process must be performed as taught and the impact of such a
process. By improving such on-the-job training, the company advances the skillsof each employee, strengthens each store, raises the local market share of eachstore, and expands sales and profits.

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4

7-Jun-2013

G-7 Holdings■FY3/13 Results

Sales and Operating Profit (\mn) of the Autobacs
and Other Automotive Business, FY3/10-FY3/13
Sales

Operating Profit

(\mn)

(\mn)
2,000

40,0001,685

35,00030,000

1,718

1,600

1,414

1,400

25,0001,200

20,00015,000

1,800

1,000
29,40530,34733,152800
600

10,000

400

5,000

200

0

0
FY3/11

FY3/12

FY3/13New store openings based on a strategy to dominate certain
areas supported growth○“Business supermarkets” and food related business
The low-priced “ business supermarkets ” operated by subsidiary G-7 SuperMart (formerly Sun Seven Co.), and food related business generated sales of\46,461mn in FY3/13, up 7.7% y-o-y, and operating profit of \1,255mn, up 7.3%
y-o-y. Japanese consumers continued to prefer lower-priced foods, andsupermarkets competing with the “ business supermarkets ” of G-7 Holdings
tried hard to satisfy this preference. Therefore, based on the same number of“business supermarkets” in operation in FY3/12, “business supermarkets”
sales were unchanged y-o-y in FY3/13. However, the company opened five new“ business supermarkets ” and relocated and renovated another in Greater
Tokyo and Greater Nagoya as part of its strategy to dominate these markets,bringing the total to 103 at the end of the fiscal year. This was three more thanit had at the end of FY3/12, and the new stores accounted for much of the sales
growth achieved by the business. At the start of FY3/13, the company plannedto open 15 new “ business supermarkets ” during the year. It was unable toopen this many because of increased competition, especially in Greater Tokyo,
making it impossible to acquire desirable sites on acceptable terms.

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5

7-Jun-2013

G-7 Holdings■FY3/13 Results

Ueno Shokuhin Co., purchased in December 2011, and Coldfamily Co., purchasedon October 2012, also contributed to sales growth. In January 2013, Coldfamily
Co. was absorbed by G-7 Food System Co.
Operating profit grew slightly y-o-y because of improved product management.
The company reduced its losses from the disposal of unsellable items and soldfewer products at discounted prices. It also increased sales of high-margin items.
Ueno Shokuhin Co. contributed somewhat to operating profit despite it was thefirst year after acquisition.

Sales and Operating Profit (\mn) of the “Business Supermarkets”
and Food Related Business, FY3/10-FY3/13
Sales

Operating Profit

(\mn)

(\mn)

50,000

1,255

1,500

1,170
40,000

1,161

1,200

900

30,00039,94043,142

46,461

20,000600

10,000300

00FY3/11

FY3/12

FY3/13

Five main subsidiaries renamed to start with G-7○ Other Businesses
The company’s main other businesses are G-7 Agri Japan, which operates the
Megumi no Sato market business, and G-7 Development, which operates the
Teppan Buffet “Green’s K” restaurant business, the Ryohin Kaikan recycling
and reusing business, and the real estate leasing business. In FY3/13, thesebusinesses increased their combined sales by 14.0% y-o-y, to \3,010mn and their
combined operating loss of \154mn was much smaller than their operating loss of\445mn in FY3/12.
Most of the sales growth in this business resulted from the opening of a new
Ryohin Kaikan recycling store, bringing the total to four, from three in FY3/12.
Most of the profit improvement resulted from the closure of four unprofitable
Megumi no Sato markets in Greater Tokyo and the opening of new markets
focused in Greater Osaka. At the end of FY3/13, 18 Megumi no Sato markets
were in operation, two more than at the end of FY3/12. Consequently, theoperating profit loss suffered by Megumi no Sato markets decreased significantly
y-o-y in FY3/13.

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6

7-Jun-2013

G-7 Holdings■FY3/13 Results

Sales and Operating Profit (\mn) of Other
Businesses, FY3/10-FY3/13
Sales

Operating Profit
(\mn)

(\mn)
3,500

0

-51

3,000

-154

2,500

-200

2,000
1,500
-400

-445

1,000

1,813
2,640

3,010

FY3/12

FY3/13500
0-600
FY3/11To strengthen the G-7 group brand and support the company’s global growthstrategy, in December 2012, G-7 Holdings re-named its five main subsidiaries asshown in the following table.

Five Main Subsidiaries of G-7 Holdings
New Name

Old Name

Business

G-7 Auto Service

Auto Seven

Operate Autobacs stores

G-7 Super MartSun Seven

Operate “business supermarkets”

G-7 Development

Seven Planning

Operate restaurants, recycling
business, real estate development

G-7 Food System

C&C

Sell foods wholesale

G-7 Agri Japan

Megumi no Sato

Operate Megumi no Sato markets（Source: Produced by Fisco from Company materials）

G-7 Group Logo

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7

7-Jun-2013

G-7 Holdings■FY3/13 Results

New stores for two main businesses and mall development tolead to profit growth(2) Company forecasts for FY3/14
For FY3/14, G-7 Holdings forecasts a 4.1% y-o-y rise in consolidated sales to\86bn, a 6.8% increase in operating profit to \2.8bn, a 2.3% upturn in recurring
profit to \3.0bn, and an 11.5% improvement in net profit to \1.5bn. To prosper in
an increasingly competitive market, the company plans to cut administrative
costs, raise productivity per employee, and reduce inventories to appropriate
levels throughout the group. The company also plans to aggressively open new
stores in its two main businesses, “business supermarkets” and Autobacs, andto develop more malls housing several group stores to attract more customers,
thereby raising the sales and profits earned by each store. Thus, it anticipatessales and profit growth.

Consolidated Results (\mn) for G-7 Holdings, FY3/09-FY3/14E(unit：\mn、%、\)Reporting Period

Sales

YOY

OP

YOY

RP

YOY

NP

YOY

EPS

DPS

FY3/0965,297

5.6%

1,323

-0.7%

1,344

2.7%

259

-33.7%

19.57

10.00

FY3/1067,078

2.7%

2,155

62.9%

2,247

67.2%

871

236.3%

66.47

22.00

FY3/11

71,457

6.5%

2,477

14.9%

2,591

15.3%

701

-19.4%

56.94

13.00

FY3/12

76,130

6.5%

2,178

-12.0%

2,250-13.2%

722

3.0%

59.38

20.00

FY3/1382,623

8.5%

2,622

20.4%

2,933

30.3%

1,345

86.1%

110.51

34.00

FY3/14e86,000

4.1%

2,800

6.8%

3,000

2.3%

1,500

11.5%

123.24

24.00○ Autobacs and other automotive businessThis business plans to open 21 new stores in FY3/14, mainly Autobacs stores,
and it has already acquired sites for about half these new stores. Thus, G-7
Holdings projects sales growth of 10% y-o-y for the business in FY3/14. The costof opening the new stores will probably weigh on profit growth, so G-7 Holdings
forecasts only modest operating profit growth for this business. G-7 Holdings
plans to accelerate the pace of opening new stores to gain more profit.
Number of Stores in the Autobacs and Other
Automotive Business, FY3/10-FY3/14E(stores)
120

110

100

91

80
65

67

70

FY3/10FY3/11

FY3/1260
40
20
0
FY3/13

FY3/14

Note: These numbers include the number of Bike Seven shops, which sell motorcycle parts and accessories.
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8

7-Jun-2013

G-7 Holdings■FY3/13 Results

To improve profitability over the medium-to-long term, G-7 Holdings plans toraise the sales weighting of this business in high added-value services, such as
car inspections and auto body painting, from the current proportion of just over
20% to 50%. In FY3/14, the company plans to raise the merchandizing skill ofeach employee in this business, enabling them to offer the most suitable productto satisfy a customer’s need, in the proper quantity, at an appropriate price andtime. It also intends to promote sales of all products deemed commercial, including
non-automotive products, such as snacks, thereby raising sales and profits per
store.
In FY3/13, the business opened two Autobacs Express gas stations at two
Autobacs stores, which saw increases in the number of customers and sales.
Therefore, the business plans to open more multiple-function stores in FY3/14.
In FY3/13, this business opened its first overseas store, an Autobacs store in
Malaysia. Business at this store has grown strongly, and the company expects
the store to turn profitable in three years. In June 2013, the business plans toopen its second store in Malaysia, which will be a combines Autobacs and Bike
Seven store.

Aims to raise the profitability of each supermarket by selling
more private-brand goods and attracting more customers○“Business supermarkets” and food related businessThis business plans to open 10 new "business supermarkets" in FY3/14, six inGreater Tokyo and four in Greater Nagoya (Aichi, Gifu and Mie prefectures),areas which the company aims to dominate. The business will also relocate
and/or renovate "business supermarkets" with declining sales.
The new supermarkets to be opened in FY3/14 will be of two formats, roadsideor suburban supermarkets, to be opened in vacant buildings with 700 tsubo(2,310 square meters) or more of floor space, and urban supermarkets, to beopened in vacant buildings with 100 tsubo (330 square meters) or more of floor
space. In the new suburban supermarkets, the business will attract tenants
capable of attracting customers, thereby expanding sales. The company expects
the new supermarkets to support 10% sales growth for the business in FY3/14.
The business will try to raise the profitability of each supermarket by selling
more private-brand goods and attracting more customers. Thus, the company also
forecasts 10% operating profit growth for the business in FY3/14.

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9

7-Jun-2013

G-7 Holdings■FY3/13 Results

Number of “Business Supermarkets”, FY3/10-FY3/14E(stores)
120

113
100

100
85

103

89

80

60
40

20
0
FY3/10FY3/11

FY3/12

FY3/13

FY3/14eThis business intends to continue to stress employee training to raise
productivity per employee. Most of the employees at “business supermarkets”
are part-timers. It is important to train and empower these employees effectively
because their productivity and customer interaction directly affect the profits ofeach supermarket. In FY3/12, the business compiled a 250-page store operation
manual for all employees and started using it as training material. This manualcontains more illustrations than the previous manual, so it is easy to understand,even for employees with no previous experience. Using this manual, newemployees can become efficient faster than they could using the old manual.
At the end of FY3/13, the “business supermarkets” division had about 150
regular employees and about 1,660 part-time employees. The regular employees
mainly manage service areas containing 10-15 supermarkets each, and someserve as supermarket managers of two or three supermarkets. The businesssometimes promotes superior part-time employees with long experience tosupermarket manager. In April 2013, two part-timers were made supermarket
managers in the Greater Tokyo area. Part-timers who are promoted increase theirincome, and the business benefits in many ways from promoting part-time
employees. Part-timers often have a deeper knowledge of the practical aspects ofsupermarket operation than regular employees, who normally change store every
two years, but may change every few months when new supermarkets are being
opened at a rapid pace. Part-timers tend to generate greater customer loyalty
than regular employees and are often better able to evaluate products from acustomer ’ s perspective. Part-timers can also accurately judge the commercial
strength of tenant stores. For these reasons, the business plans to promote morepart-timers, and expects this policy to increase the profit earned per store.
To attract more customers, the “business supermarkets” division intends tointroduce markets that lease space to highly competitive tenants and to build
supermarkets in malls housing other G-7 Holdings operations, such as Autobacs
stores, Megumi no Sato markets, and restaurants.

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10

7-Jun-2013

G-7 Holdings■FY3/13 Results

Megumi no Sato markets and other businesses projected toearn a profit○ Other Businesses
In FY3/14, G-7 Holdings expects the Megumi no Sato market business to earna small profit and the other businesses division in total to be profitable. G-7 AgriJapan, which operates the Megumi no Sato market business, plans to expand its
farms in Japan. In FY3/13, the company’s farm in Nishi Ward, Kobe City, begancultivating shiitake mushrooms, which have sold well at Megumi no Sato markets.
Therefore, the company intends to build a new greenhouse in May 2013 toharvest in September 2013. It also plans to start cultivating strawberries on a
farm in Akashi City, near Kobe City, and to sell the berries through Megumi no
Sato markets. The company plans to open four new Megumi no Sato markets in
the Greater Osaka area in FY3/14.
G-7 Agri Japan started the experimental cultivation of vegetables on a farmowned by a joint venture in Myanmar and plans to start growing flowers on a
farm in Vietnam and supplying these flowers to Megumi no Sato markets inJapan. The company will also try to develop a sales route in Vietnam for theseflowers.

Aims to attract many more customers(3) Mall Development Strategy
In FY3/14, G-7 Holdings plans to concentrate more group stores in single
locations, thereby increasing the number of customers per store. In 2011, thecompany opened an Autobacs store and a “ business supermarket ” in Tarumi
Ward, Kobe City. In 2012, it renewed as “ G-7 Mall Shioyakita ” by adding an
Autobacs Express gas station, a Crystal Seven car wash and wax service, and a
Megumi no Sato market to this location. As a result, the average number ofcustomers coming to the automotive-related stores including Autobacs has
increased by 312% y-o-y.
As of April 2013, G-7 Holdings had more than one group store at 16 locationsin Japan. Since 2012, these locations have been called G-7 Malls. To build a mall,the company must obtain a land site of at least 7,000 tsubo (231,000 square
meters) in area. It is difficult to acquire such large properties, so the company will
not be able to increase the number of its malls significantly in one fiscal year.
However, it plans to build more malls in FY3/14 if it can acquire sites oncommercially rational terms.
In March 2013, G-7 Holdings concluded a franchise agreement with Daiso
Sangyo Co., which operates Daiso 100 yen shops. On March 20, G-7 Holdings
opened its first Daiso 100 yen franchise store at its G-7 Mall Okayamakume,
which also contains a Bike Seven and Mega Recycle Okoku store of 8,851 square
meters in floor space. On March 21, G-7 Holdings opened a Daiso 100 yen
franchise store and a “ business supermarket ” at its G-7 Mall Nagoyaminato,
which already housed a Bike Seven and Bike-O store of 11,600 square meters infloor space. In July 2013, G-7 Holdings plans to open the G-7 Mall Kisarazu, near
the Kisarazu Outlet Mall, in Kisarazu City, Chiba Prefecture. This mall will containan Autobacs store, a Bike Seven store, and other group stores.

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11

7-Jun-2013

G-7 Holdings■FY3/13 Results

G-7 Mall Shioyakita (left) ,Daiso 100 yen Store at G-7 Mall Nagoya Minato (right)

Source: Company

The strategy of concentrating multiple group operations with different
industries at malls should help G-7 Holdings to expand and achieve its targets for
FY3/16, of \100bn in sales and \4bn in operating profit.

Sales (\bn) Targets for Businesses of G-7 Holdings in FY3/16

Overseas Business
G-7 International

Au tobacs a nd O ther

\1bn

Automotive Business

Agricultural

G-7 Auto Service

Business\38bn

G-7 Agri Japan\1bn
Bike Seven
Business
G-7 Motors“Commercial\3bn

S uperm arke ts”
Real Estate
G-7 Super Mart

\51bn

Food Production
Processing andSales

Restaurants

G-7 Food System

Recycling Businesses

¥4bn

\2bn

Development

Source: Company

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12

7-Jun-2013

G-7 Holdings■FY3/13 Results■Shareholder Return Policy
Company is likely to increase its dividend for FY3/14,
reflecting profit growth
Reflecting the company ’ s strong profit growth, G-7 Holdings declared a
dividend of \34 per share for FY3/13, which was more than twice its originalplanned dividend of \16. Although the company does not specify a target dividend
payout ratio, its basic policy is to return profits to shareholders based on its own
profits, on the premise that it continues to provide stable dividend. Hereafter, it
will determine its dividend based on considerations of investments required to
expand business and its financial condition. Given the strong likelihood that its
profits will continue to grow in FY3/14 and following fiscal years, the company
will most likely increase its dividend further.
Since the start of 2013, the share price of G-7 Holdings has almost doubled,reflecting a sharp rise in the Japanese stock market and the company’s strong
profit growth in FY3/13. Based on the company’s estimate of its earnings per
share in FY3/14, the shares currently trade on a PER of less than 10x, indicating
potential share price appreciation.

Dividend Per Share (\) and Dividend Payout
Ratio (%), FY3/10-FY3/14E
Dividend Per Share (\)

Dividend Payout Ratio (%)

33.7

33.1

30.8

22.8
19.5
34.0
24.0

22.0

20.0
13.0

FY3/10FY3/11

FY3/12

FY3/13

FY3/14eNote: The dividend per share for FY3/12 included a special dividend of \6. The dividend per share for
FY3/13 included a special dividend of \18.

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13

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