Securing Revenue Through Sales Offices and Catering During the Closure of the Main Building

「Operating locations whose recovery had lagged also recovered to levels comparable to the Main Building, and the Main Building and each operating location contributed to higher revenue in step with one another.」

「Revenue for the nine-month period under review increased in every segment, including banquets, dining, retail and other operations, to ¥11,049 million, an increase of ¥1,478 million from the same period of the previous year. The recovery from the COVID-19 pandemic gained momentum in the second half of the previous fiscal year and accelerated further in the current fiscal year, with revenue remaining above pre-pandemic levels. In particular, in the banquet business, sales activities carried out continuously to capture post-pandemic corporate demand came to fruition, resulting in substantial revenue growth from the same quarter of the previous year, led by corporate demand.」

「Revenue for the six-month period under review increased in every segment, including banquets, dining, retail and other operations, to ¥6,904 million, an increase of ¥1,053 million from the same period of the previous year. The recovery from the COVID-19 pandemic gained momentum in the second half of the previous fiscal year, and accelerated further in the current fiscal year, with revenue exceeding pre-pandemic levels. Operating locations whose recovery had lagged also recovered to levels comparable to the Main Building, and the Main Building and each operating location contributed to higher revenue in step with one another.」

「Under these circumstances, we devoted all our efforts to operating the business by drawing on the combined capabilities of our sales, guest service and culinary departments to meet rapidly recovering customer demand in a tight market, while continuing to rigorously implement infection-control measures. As a result, revenue for the first three months under review exceeded the year-earlier level in every segment, including banquets, dining, retail and other operations, reaching ¥3,722 million, up 18.6% year on year.」

「In general banquets, although customers remained cautious in the first half ahead of the end of the COVID-19 pandemic, orders increased in the second half for anniversary parties held by corporations that had previously postponed them, as well as for large-scale banquets, giving the recovery momentum. Weddings, which recovered notably earlier than other business segments, also generated revenue above pre-pandemic levels. As a result, banquet business revenue, including general banquets and weddings, amounted to ¥9,122 million, up 58.5% from the previous fiscal year.」

「Revenue for the nine-month period under review increased substantially, reaching ¥9,570 million, an increase of ¥3,251 million from the same period of the previous year. This reflected the recovery of wedding revenue to above pre-pandemic levels, general banquet revenue to well above the year-earlier level, and an increase in dining customers as the impact of waves of infectious disease on social and economic activity diminished. Orders received increased 48.5% year on year to ¥7,096 million, while sales increased 51.4% to ¥9,570 million.」

「Revenue for the six-month period under review increased year on year in every segment, including banquets, dining, retail and other operations, to ¥5,851 million, an increase of ¥2,268 million from the same period of the previous year. In addition to revenue from the wedding business recovering to above pre-pandemic levels, the number of dining customers increased as the impact of waves of infectious disease on social and economic activity diminished, resulting in a substantial increase in revenue.」

「During the first three months under review, orders received and sales increased substantially. Orders received increased 59.8% year on year to ¥2,409 million, while sales increased 59.3% to ¥3,138 million.」

「The wedding business continued to recover from the second half of the previous year, reaching levels close to those before the COVID-19 pandemic. As a result, banquet business revenue, including general banquets and weddings, increased 118.5% from the previous fiscal year before the impact of applying the new accounting standard for revenue recognition. Including the increase from applying the new standard, revenue amounted to ¥5,754 million, up 251.3% from the previous fiscal year.」

「Revenue for the nine-month period under review increased by ¥3,201 million year on year to ¥6,319 million. Revenue increased substantially as the wedding business continued to recover from the second half of the previous year, the dining business gained momentum after the lifting of the state of emergency, revenue had fallen sharply because the Company closed temporarily across the business during the first half of the same nine-month period of the previous year, and the Company adopted a new accounting standard for revenue recognition from the current fiscal year.」

「Orders received amounted to ¥2,836 million, an increase of ¥3,081 million from orders received in the same quarter of the previous year, stated on a net basis including cancellations of orders received in the same quarter or earlier. The order backlog increased 90.7% year on year to ¥5,753 million. Sales increased 144.5% year on year to ¥3,582 million.」

「During the first three months under review, orders received and sales increased substantially. Orders received amounted to ¥1,508 million, an increase of ¥1,910 million from orders received in the same quarter of the previous year, stated on a net basis including cancellations of orders received in the same quarter or earlier. The order backlog increased 70.1% year on year to ¥5,669 million. Sales increased 311.4% year on year to ¥1,969 million.」

「In the banquet business, for general banquets we focused on capturing new demand of various sizes by making maximum use of one of the largest large-scale banquet halls in the Marunouchi area, newly built at the Main Building. At existing operating locations, we clarified the role of each location, created value specific to each one and worked to maintain and expand our customer base. As a result, banquet business revenue, including general banquets and weddings, amounted to ¥7,067 million, up 102.4% from the previous fiscal year.」

「Orders received amounted to ¥5,759 million, up 36.1% year on year, while the order backlog stood at ¥4,053 million, up 14.3%. This was primarily attributable to the reopening of the new Main Building. Sales amounted to ¥9,256 million, up 121.4% year on year.」

「Orders received amounted to ¥3,883 million, up 44.2% year on year, while the order backlog stood at ¥4,558 million, up 56.1%. This was primarily attributable to the reopening of the new Main Building. Sales amounted to ¥5,871 million, up 129.0% year on year.」

「For general banquets, we built one of the largest large-scale banquet halls in the Marunouchi area at the Main Building, enabling us to meet new demand of various sizes through the new facility in addition to serving our existing customers. At our operating locations, we also worked to strengthen sales activities targeting corporations, organisations and individuals in order to maintain and expand our existing customer base.」

「The Main Building was closed during the nine-month period under review, and we continued to work to strengthen the sales and customer-attraction capabilities of our operating locations, which served as sources of revenue during the closure.」

「While the Main Building is closed for rebuilding, we have continued to work to strengthen the sales and customer-attraction capabilities of our operating locations, which serve as sources of revenue during the closure, including by attracting Main Building customers to existing operating locations and expanding catering services.」

「Amid this economic environment, we are devoting all our efforts to continuously strengthening the earnings capacity of existing operating locations, which serve as sources of revenue while the Main Building is closed, while preparing for the reopening of the new Main Building in January 2019.」

「While the Main Building is closed for rebuilding, we have continued to make maximum efforts to attract customers of the Main Building and the Bankers Club, which closed in the previous fiscal year due to the rebuilding of the Tokyo Bankers Association Building, to existing operating locations. We have also worked to strengthen the sales and customer-attraction capabilities of our operating locations, which serve as sources of revenue while the Main Building is closed, including by expanding catering services.」

「We made maximum efforts to attract existing customers of the Main Building, which was closed for rebuilding, and the Bankers Club, which closed in the previous fiscal year due to the rebuilding of the Tokyo Bankers Association Building, to operating locations including Hamamatsucho Tokyo Kaikan and Joshui Kaikan. We also worked to strengthen the sales and customer-attraction capabilities of our operating locations, which served as sources of revenue while the Main Building was closed, including by expanding catering services.」

「In the banquet business, for general banquets we actively promoted Bankers Club customers to our operating locations, while also strengthening sales efforts targeting new corporate, organisational and individual customers, as well as catering sales.」

「We worked to strengthen the sales and customer-attraction capabilities of our locations, including by attracting customers from the Main Building and the Bankers Club, which closed last October in connection with the rebuilding of the Tokyo Bankers Association Building, to our existing locations and expanding catering services. As a result, sales at existing locations increased 1.8% year on year.」

「Under these circumstances, while the Main Building was closed for rebuilding, we worked to strengthen the sales and customer-attraction capabilities of the locations that served as revenue sources while it was closed, including by attracting customers from the Main Building and the Bankers Club, which closed last October in connection with the rebuilding of the Tokyo Bankers Association Building, to our existing locations and expanding catering services. As a result, sales at existing locations increased 2.9% from the preceding fiscal year through these initiatives, but the decline in sales caused by the Bankers Club's closure was substantial, and total sales fell 1.9% year on year to ¥5,884 million.」

「We actively marketed our locations to corporate and individual Main Building customers and expanded catering services, devoting every effort to increasing customer traffic and sales at each location.」

「We assigned sales representatives responsible for Main Building customers to each location and worked to establish the use of those locations for banquets by Main Building customers, while strengthening sales activities targeting companies and organizations, with a focus on developing new customers. We also began marketing early to banquet customers of the Bankers Club, which was scheduled to close at the end of October, and successfully attracted them to our locations, resulting in a 5.7% year-on-year increase.」

「We devoted every effort to strengthening customer-attraction capabilities at the locations that served as revenue sources until the Main Building reopened, while working to win new contract business.」

「We made every effort to attract customers from the Main Building and the Tosho location, which closed at the same time, to our existing locations, while expanding catering and strengthening the sales and customer-attraction capabilities of the locations that served as revenue sources while the Main Building was closed, including by opening a beer garden on the rooftop of the Tokyo Kotsu Kaikan Building.」