daiwa house group medium-term management plan · 2007-05-02 · 2. our business environment 3. our...

Daiwa House Group Medium-Term Management Plan

1. Management Vision

2. Our Business Environment

3. Our Target Business Model

4. Positioning of the Medium-Term Management Plan

5. Management Indexes and Targets (three years time)

6. Basic Strategiesa. Growth Strategies

b. Efficiency Boosting Strategies

c. Strategies for Strengthening Our Management Base

7． Business Strategiesa. Future Direction of Business Segments

b. Individual Strategies for Business Segments

2© DAIWA HOUSE INDUSTRY CO., LTD All rights reserved.May, 2005

Company Philosophy Management Vision

1. Management Vision

In celebration of our 50th anniversary, the Daiwa House Ｇroup has made a new start as we look forward to the next 50 years, by putting together a Management Vision and creating a new symbol for the company.

•企業理念

• To promote personal development through our

business activities.

• To ensure that advances made by the company are

directly linked to the establishment of quality living

environments for employees.

• To contribute to society by offering modern facilities

and products that are the result of conscientious and

sincere hard work.

• To grow and advance our company through the

unbreakable solidarity and tireless efforts of each

and everyone of our executives and employees.

• To trust and cooperate with one another and to

constantly reflect on and be responsible for our

actions, so that we might advance along the road to

real growth by actively engaging in mutual criticism.

We try to co-create, build on and enhance new value together with our customers in order to realize a fulfilling and enriching society in which people can live.We will value the ties we have with each and every customer and will build life-long trust with customers as a partner who will share in their joys throughout their lifetime.

Connecting hearts

Represents our ties with customers and life-long trust.Represents the solidarity and ties of the Daiwa House Group.Inspired by the Mobius Strip.The circular shape represents Ｄaiwa (big harmony） – our starting point.

Endless Heart

New Group Symbol


Established with the philosophy of “industrialization of construction," we are growing as a pre-fabricated housing supplier along with the growth in demand for housing. By diversifying ourselves to meet the needs of customers, we have achieved sales of over 1 trillion yen as a total lifestyle enterprise. Despite sluggish demand in housing, we will continue to expand as a new multi-business enterprise.

2. Our Business Environment

Midget House Resort hotels and golf courses

Home centers

Commercial facilitiesRental Apartment Buildings

Total lifestyle enterprisePre-fabricated housing supplierConstruction based on fabricated materials

Pipe House Okayama Neopolis

April 2001Merged with Daiwa Danchi

Co., Ltd.

FY1995Sales top 1 trillion yen

1961Listed on the first section of

the TSE

Total number ofhousing starts

Consolidatedsales

1 million housing starts line

New multi-businessenterprise


Individuals（Customers）

3. Our Target Business Model

The Daiwa House Group is aiming to build on the potential of our customers, facilities and businesses to a Group that co-creates value for individuals, communities and people’s lifestyles.

××

Single-family houses 484,000Rental apartment bldgs. 624,000Condominiums 50,000

Total 1,158,000

Shops 24,000Medical & Nursing care facilities 1,500Distribution facilities 1,100

Single-family houses 484,000Rental apartment bldgs. 624,000Condominiums 50,000

Total 1,158,000

Shops 24,000Medical & Nursing care facilities 1,500Distribution facilities 1,100

Households in single-family houses 310,000

Households in rental apartment buildings 600,000

Households in condominiums 50,000

Retail and wholesale tenants 3,800

Rental apartment buildings owners 50,000

Retail and wholesale owners 20,000

Condominium club members 50,000

Resort hotel users (per year) 4.27 million

Resort weddings (accumulated) 10,000

Home Center Customer Club members 2.27 million

Fitness Club members 100,000

Households in single-family houses 310,000

Households in rental apartment buildings 600,000

Households in condominiums 50,000

Retail and wholesale tenants 3,800

Rental apartment buildings owners 50,000

Retail and wholesale owners 20,000

Condominium club members 50,000

Resort hotel users (per year) 4.27 million

Resort weddings (accumulated) 10,000

Home Center Customer Club members 2.27 million

Fitness Club members 100,000

Communities（Facilities）

Lifestyles（Businesses）

ビジネスをサポートする事業ビジネスをサポートする事業

生活をサポートする事業生活をサポートする事業

住まいをサポートする事業住まいをサポートする事業Steel-framed house constructionWooden house constructionResidential subdivisionWoodland housing businessRental apartment bldg construction

Residential support

Business-support

Lifestyle-support

Condominium constructionCondominium management and operationRenovationsReal-estate agency business

Shop facility constructionCommercial facility management and operationDistribution facility constructionMedical and nursing care facility constructionTemporary building sales and leasingConstruction materials manufacturing and sales

Staff placement servicesBusiness hotel managementAuto leasingAdvertisingInformation servicesEnergy Service Company (ESCO) business

Home centers Resort facility managementFitness club management

RemovalistsTravel businessNursing facility management and operation

Construction statistics

Resort hotels 30Golf courses 10City-type hotels 5Home centers 40Fitness clubs 47

Total 132

Resort hotels 30Golf courses 10City-type hotels 5Home centers 40Fitness clubs 47

Total 132

Managed facilities (locations)

Co-creating value for individuals, communities and people’s lifestyles


4. Positioning of the Medium-Term Management Plan

We have formulated the “1st Medium-Term Management Plan – Challenge 2005” as the first step to be a group towards co-creating value for individuals, communities and people’s lifestyles.

EstablishmentEstablishment 50th

Anniversary

20052005 20082008 20112011

1st Medium-Term Management Plan

2nd Medium-Term Management Plan

Co-creatingvalue for

individuals, communities

and people’s lifestyles,

as a group


5. Management Indexes and Targets (three years time)

By FY2007, we are aiming to achieve sales of 1.7 trillion yen, recurring profit of 100 billion yen, and an ROE of 9%.

Growth through enhanced customer satisfactionSocial contribution through business operations

Provide high added value products and services Make contribution to shareholders

SalesSales Recurring Profit and ROERecurring Profit and ROE

0

20,000

40,000

60,000

80,000

100,000

120,000

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2007

-50%

-40%

-30%

-20%

-10%

0%

10%

0

500,000

1,000,000

1,500,000

2,000,000

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2007

＋24％＋34％

1.3659 trillion yen

1.7 trillion yen100 billion yen

74.2 billion yen

（million yen）(Recurring profit,

million yen）

ROE（%）

※Posting of a loss due to land revaluation, etc.

※

7.9% 9.0%

20072007


6. Basic Strategies

Nine basic strategies that are drived from growth strategies, efficiency boosting strategies and strategies for strengthening our management base will increase our corporate value.

Growth strategies

(1) Comprehensive portfolio management

(2) Strengthen group ties in business segments

(3) Develop core technologies

(4) Actively invest in future growth

Efficiency boosting strategies

(5） Strengthen the procurement system

(6） Review the production system

(7） Rebuild the distribution system

Strategies forstrengthening

ourmanagement

base

（8）Secure and train personnel

（9）Strengthen planning functions of management and management system

Increase our corporate value


Home centers

Rental housing

Single-family houses

Home renovations

Market grow

th rate

Company sales growth rate（FY2002-2004）

0％

Active injection ofmanagement resources

※The size of the circles is relative to sales turnover for FY2004.

Distribution and medical and nursing care facilities

Expand added value

Generate synergies with other business segments

Fitness clubs-20％ -10％ 10％ 20％

10％

-10％

We will engage in comprehensive portfolio management based on the climate and market conditions in each business segment.

6. Basic Strategy （1） Comprehensive portfolio management

Resort

Condominiums

Commercialfacilities


We will seek to increase sales by focusing on condominiums, rental housing, home renovations and commercial facilities.

15.7％3,7002,386Commercial facilities

16.7％400252Renovations

9.5％4,0003,046Rental housing

2.8％630579Home centers

6.9％1,6001,309Condominiums

8.9％720557Resort

3.8％1,3001,164Distribution and

medical nursing care facilities

1.7％4,1003,900Single-family houses

CAGRFY2007 targets

FY2004 actual

戸建住宅

マンション

賃貸住宅

住宅リフォーム

商業施設

物流・医療介護等建築

リゾートホームセンター

（100 million yen）

0

5,000

10,000

15,000

20,000

FY2004 Actual FY2007 Targets

Active injection of management resources


Expand added value

（100 million yen）

※Excludes other businesses.

6. Basic Strategy （1） Comprehensive portfolio management


Condominiums

Rental housing

Renovations

Commercial facilities

ResortHome



6. Basic Strategy （2） Strengthen group ties in business segments

We are aiming to establish an “EEndlessndless MManagement anagement SSystemystem”” that willthat will allow usallow us

to capitalize on our broadto capitalize on our broad--based business to generate synergies between our businesses. based business to generate synergies between our businesses.

EEndlessndless MManagement anagement SSystemystem

BuildBuildMaintain,

Manage andOperate

Maintain,Manage and

OperateRenovate Renovate Reuse Reuse

HomeHome PlayPlay WorkWork ・・・・・・

Support property life cyclesSupport property life cycles

Support people’s lifestylesSupport people’s lifestyles

Daiwa House Group Business Areas

Medical and nursing care

facilities

Retailfacilities

Distributionfacilities


Rentalhousing

Hotels/Resorts

Homecenters

Business support Housing support

Fitnessclubs

Condominiums


Endless PartnershipBetter Community System

：Ideal situation

6. Basic Strategy （2） Strengthen group ties in business segments

BuildBuildMaintain,

Manage andOperate

Maintain,Manage and

OperateRenovateRenovate ReuseReuse

Single-familyhouses

Rental housing

Condominiums


Medical and nursingcare facilities

Distributionfacilities

Daiwa House

Daiwa HouseDaiwa Kosho Lease

Daiwa LivingDaiwa Kosho Lease

Daiwa Service Daiwa Service

Daiwa House Renew

Royal Home Center

Daiwa HouseDaiwa Kosho Lease

Daiwa House

Daiwa House

Daiwa Information Service

Daiwa Royal

Daiwa Kosho Lease

Daiwa House

Daiwa Logistics

Jukeikai Daiwa House

Daiwa House Daiwa House

Daiwa House

Daiwa House

Daiwa House

Nihon Jyutaku RyutuDaiwa House

Daiwa Estate

Nihon Jyutaku RyutuDaiwa House

Over the next three years, we will establish a business model for “supporting property life cycles.”

Flow Land/building life cycles Stock Flow Land/building life cycles Stock

EEndlessndless MManagement anagement SSystemystem

：Current state of partnerships


Develop technology for the future stock economy.

We will continue to develop core technologies aimed at generating value for customers and for society. Make efforts to establish industry standards for safety and security technology, including earthquake-absorbing and burglary-prevention technologies.Newly establish a Design and Technology Planning Office and strengthen design and technology strategies. Develop technology that will help to maintain a high asset value, such as skeleton-infill structures.

Come up with designs and develop technology to suit the increasingly diverse and individual needs of customers.

Future directions of core technology development to support housing needsFuture directions of core technology development to support housing needs

Space design

Universal designResidence-specific

design

Develop truly original and unique technology that will impress customers.

Technology for safety and security

Technology for comfort and convenience

Technology that generates valuefor customers

Inspections

Earthquake absorbing Conversions （For different uses） Skeleton infill（Supply residences designed for

long-term use ）

Develop impressivetechnology

Develop leadingdesigns

Develop technologyto suit the increasing

stock economy

Earthquake-absorbingdevices for houses

Designer houses

Skeleton-infill structures

6. Basic Strategy （3） Develop core technologies


Expand the application and use of system building.

We will continue to develop core technologies aimed at expanding and enhancing our proprietary technologies and expanding our business scope.

Develop technology to suit the societal needs relating to the move towards a stock economy and environmental protection. Build an even more competitive advantage in structural technology, which is our strongpoint, through high-strength steel structures, etc.Cater to diversifying needs by expanding the application and use of system building.

Address technologies in new areas.

Future directions of core technology development to support business Future directions of core technology development to support business

Earthquake-absorbingand dampening Damage-control structures

Combined systems

Develop technology to underpin expansion into new businesses. Conversions （For different uses） Energy generation

Improve durabilityImprove systems

Add usage variations

Develop technology

for new

business

Develop new

structural

technologies

Develop technology

for system building

Environmental business

High-strength steel structures

Renovation and reuse

Wind-generated power

Large-span steel pipe structure

6. Basic Strategy （3） Develop core technologies


6. Basic Strategy （4） Actively invest in future growth

We will continue to actively invest in new business opportunities with a view to achieving further growth in the future.

We anticipate investing some 150 billion yen over a three-year period.

We will move into new businesses through REIT, etc., aside from the basic contracting and land-utilization consultingbusinesses.

－ Business involving investments in real-estate to earn development profits and rental revenues. － Business involving investments in SPC, etc. in order to earn profit management fees.

Real-estate development

To continue to grow as a new multi-business enterprise and “Group that co-creates value for individuals, communities and people’s lifestyles,“ we will continue to work on strengthening our existing businesses and moving into business areas where we can anticipate synergistic benefits. 【 M&As 】 2004: OSAKA MARUBIRU (real-estate/hotels); 2005: Nippon Athletic Service (Fitness clubs) 【Alliances】 2005: Sumitomo Warehouse (warehousing/distribution)

M&As and alliances

We will utilize the know-how we have accumulated through managing the 30 resort hotels we currently have, and lookinto building new resort hotels in high-demand areas.

Resort hotels


6. Basic Strategies（5）（6）（7） Increasing the efficiency of procurement, production and distribution

The group as a whole will jointly promote improvements in the efficiency of procurement,

production and distribution.

Review production system

Rebuild distribution system

Strengthen procurement system

Building of recycling plantswithin the group（For the recycling of waste plastic and timber off-cuts)

Review of processing technology for the same products used in housing/building systems （beams, etc.）

Production &distribution

Procurement &distribution

Production &procurement

Centralized management ofbuilding materials by DaiwaLogistics.

Promote joint use of production facilities within the group.

Concentration of production facilities.

Automation of production.

Reduce outsourcing by internalizing production.

Promote consolidated buying within the group.

Review materials specifications.

Simplify procurement routes.

Make effective use of commercially available products.

Establish a joint transportation system within the group.Improve truck loading ratios by utilizing delivery containers and transporting materials for different houses in the same truckload. Modal shift deployment.

Promotion ofconcurrent engineering


6. Basic Strategy （8） Secure and train personnel

We will seek to further strengthen the securing and training of the personnel that underpin our management.

Examine and implement a voluntary job-change and personnel exchange systemwithin the group

Strengthen training of executive management ranks

Introduce an in-house certification scheme to boost the skills base

Establish a personnel system that reflects the diversity of working styles amongstemployees

Practice active and strategic employment

Introduce system of volunteering for position of branch manager, and a selective training system.Introduce a next-generation leadership training program.

Introduce a workplace selection program. Introduce an in-house voluntary job-change system. Firmly establish the practice of recruiting in-house.

1,000 people a year to be hired over the next three years.


6. Basic Strategy （9） Strengthen planning functions of management and management system

We will further bolster our corporate planning functions and management system through the establishment of a Corporate Planning Division, an increase in the number of corporate auditors,

and an expansion of the Operations Audit Office.

General Meeting of Shareholders

Board of Auditors

Chairman

President

Board of DirectorsFurther enhance transparency of management（Increase the number of external auditors to 3.）

Branch Offices/Plants

Formulation of group strategiesImprovement and management of group brandsCarry out CSR

Risk Management Committee

Corporate Environment Promotion Committee

Strengthen work audit functionsStrengthen results audit functions

CorporatePlanningDivision（New）

Production and

PurchasingDivision

Group companies

AdministrationDivision

TechnologyDivision

MarketingDivision

OperationsAudit Office




Home centers

Rental housing


Home renovations

Market G

rowth R

ate

Company Sales Growth Rate（FY2002-2004）

0％

Active injection of management resources

※ The size of the circles is relative to sales turnover for FY2004

Expand added value


Fitness clubs-20％ -10％ 10％ 20％

10％

-10％

7. Business Strategies－Future Direction for Business Segments

Resort

Condominiums



7. Business Strategies－Single-Family House (Contracting) Business

We will improve our brand image and realize high added value for customers by providing customer-oriented products and services.

Step up involvement with lifestyle choice products

We will consolidate our cutting-edge know-how in the following 7 areas –earthquake absorbing, health and comfort, burglary-prevention, insulation, safety, and security (Long-Term Guarantee System) – to develop and sell products that offer lifestyle choices.We will release new products to commemorate our 50th anniversary in FY2005 centering on “health.”

Promote improvements in business management efficiency

Improve brand image

We will rebuild our housing brand around the concept “Be Fair.”① Provide customers with reliable information that will help them make

decisions, by providing objective information and by being accountable. ② Provide customers with the freedom to make choices that suit their tastes

and styles. ③ Actively consider neighborhood appearance, environmental and disaster-

prevention requirements and fulfill our corporate social responsibility.

Establish an “Endless Partnership”

We will close 50 non-profitable locations out of our 313 display sites. We will establish a broad-based construction system to level out differences between plants.

Reliability Support 21ｃ（Long-Term Guarantee System）

Burglar-proof houses

①Multi-layered glass②Sub-lock reinforced

window frames③Window shutters④Double-lock entrance⑤High-performance dimple key⑥1-key, 4-locks system⑦Anti-burglar porch light⑧Intercom system

長期保証「安心のサポートシステム・21c」

長期保証「安心のサポートシステム・21c」

希望により40年以降も診断・保証

希望により40年以降も診断・保証

５年目５

年目１０年目１０年目

２０年目２０年目

３０年目３０年目

４０年目４０年目

５０年目５０年目

６０年目６０年目充

実した点検と診断

充実した点検と診断

安心の保証

安心の保証

部位毎に詳細耐久

性能調査を行い、

耐久診断書を作成

部位毎に詳細耐久

性能調査を行い、

耐久診断書を作成

定期点検の実施と

耐久性能診断書の作成

(20年目・30年目は有償)

定期点検の実施と

耐久性能診断書の作成

(20年目・30年目は有償)

診断書をもとに

メンテナンス項目と

保証年数を提示

診断書をもとに

メンテナンス項目と

保証年数を提示

初期保証躯体構造20年、防水10年

初期保証躯体構造20年、防水10年

10年毎のメンテナンス(有償)実施により保証更新

10年毎のメンテナンス(有償)実施により保証更新

Long-term guaranteeReliability Support System 21c

Optional checks and guarantee for longer terms

Thorough inspections

and assessments

Guarantee system

5th year

10th year

20th year

30th year

40th year

50th year

60th year

Regular inspections conducted and a durability performance assessment report prepared. (Provided for a fee in the 20th and 30th year)

Detailed durability performance checks will be carried out on each individual part and a durability performance report prepared.

Initial guaranteeFrame structure 20 years; Water-proofing 10 years.

Guarantee extended with maintenance conducted every 10 years (for a fee).

Maintenance items and guarantee period indicated based on assessment report.


Establishing an “Endless Partnership”

We will establish an “Endless Partnership” that will offer a support system catered to tenant needs

and systems for maintaining strong asset value.

Complaint-handling

Inquiries

Daiwa Family Club

Midori-no-tsudoienvironmental associations

Regular inspections

House health check-ups

Follow-up visits

Royal Home CenterRenovation advice

Complaint-handling

Inquiries

Daiwa Family Club

Midori-no-tsudoienvironmental associations

Regular inspections

House health check-ups

Follow-up visits

Royal Home CenterRenovation advice

Asset Management and House Assessment ～To maintain asset value～Asset Management and House Assessment ～To maintain asset value～

InspectionsInspections

Maintain,Manage and

OperateRecycle ReuseCustomer Center

TEL

WEB

Magazine

Visits

MaintenanceMaintenance

RenovationRenovation

Rental HousingRental

Housing

Moving

Repurchasing

Moving

Repurchasing

RebuildingRebuilding

Daiwa ServiceImprovements/repairsHouse cleaningﾞGardening

Daiwa ServiceImprovements/repairsHouse cleaningﾞGardening

Daiwa LivingTenant recruitmentTenant managementTemporary leases

Daiwa LivingTenant recruitmentTenant managementTemporary leases

NihonJyutakuRyutu

RelocationSales agent

NihonJyutakuRyutu

RelocationSales agent

Good appraisals

Custom

er

Build

Daiwa HouseRebuilding plans

Daiwa HouseRebuilding plans

Daiwa HouseReliability Support 21ｃ

Daiwa HouseReliability Support 21ｃ

Daiwa HouseProduct development

Daiwa HouseProduct development

Daiwa HouseRenovations

Royal Home CenterSupply of materials

Daiwa HouseRenovations

Royal Home CenterSupply of materials

Daiwa ServiceMoving

Daiwa ServiceMoving

In-stores


7. Business Strategies－Single-Family House (subdivision) Business

We offer homes that will retain strong asset value through a comprehensive system ranging from streetscape development through to maintenance and management, under our basic aim of working

together with customers to create better neighborhoods.

Royal City Iogi Ⅱ

Bell Park Kobe

Packaging of popular plans and expansion nationwide

We will establish a system to facilitate efficient development and sales by packaging popular plans that incorporate high added value, including those that offer software-interior design options.

Strengthen land acquisition and bolster customer base

Establish “Better Community System”

We will establish a system to facilitate maintenance, with operational and management operations to be carried out on a neighborhood level and to maintain asset value through collaboration with other group companies (Daiwa Service, Nihon Jyutaku Ryutu, etc.) even after the customer has bought their house.

Strengthen our framework for providing solutions to customers that suit their lifestyles and living areas

We will establish a broad-based sales system that will enable us to offer solutions to customers to suit their lifestyle and commuting needs in large urban centers.

We will establish a land information center that will acquire sites such as idle corporate land. We will seek to bolster our customer base by increasing our Floral Avenue Club membership base (10,000 members in three years).


7. Business Strategies－Condominium Business

We will make use of our sales locations dotted around the country to actively expand

development in favorable locations.

Ｄ’Graford Morioka Eki-Mae Towers

Ｄ’Granse Narishiro

Nationwide condominium releases in 04

2,756Recruit Cosmos10th

2,935TOKYU LAND CORPORATION9th

3,025MITSUBISHI ESTATE8th

3,715TOWA REAL ESTATE

DEVELOPMENT7th

3,877DAIWA HOUSE INDUSTRY6th

4,270Anabuki Construction5th

4,559Sumitomo Realty & Development4th

4,598Nomura Real Estate

Development3rd

4,962Mitsui Fudosan2nd

9,023Daikyo1st

Source: Real Estate Economic Institute

※Statistics from Jan. 2004 – Dec. 2004

Strengthen asset value support through D’s Bridge

We will strength collaboration with group companies (Daiwa Service, Nihon Jyutaku Ryutu, etc.) and provide services that will help to maintain asset values of condominiums by acting as sales and leasing agents and by being involved in renovations.

（D’s Bridge condominiums 16,000→30,000）

Expand redevelopment and multi-business operations through collaboration with official agencies

We will bolster our land-buying strength through collaboration with local governments and public companies. We will increase our number of sales locations from 28 to 35 to expand our network of quality information centers nationwide, and we will also actively expand developments in favorable, central locations in regional areas.

Strengthen product development for real-estate securitization

Expand sales efficiency by expanding membership of our Friendship Club

Establish a special department to handle investment property development. Promote the development of our compact city-type condominiums range, “Ivan”.

We will expand Friendship Club membership from 48,000 to110,000.


We will establish specialized sales offices in the Tokyo Metropolitan Area, Nagoya Area and the Kinki Area with the aim of supplying 4,000 new residences in urban areas in the next three years. We will also strengthen marketing efforts to companies and government-affiliated enterprises.

We will strengthen our involvement in single-house-type dwellings with a large living area and maisonette-type dwellings. We will expand rental housing that offers high added value through the inclusion of furniture and appliances, etc.

We will strengthen our support system for property management and asset management by owners (DAPS).We will strength D-Room Chintai, which involves mediation with Daiwa House rental housing tenants. We will increase the number of properties under Daiwa Living’s management from 112,000 to 200,000.

City-type high-rise rental apartments“Royal Parks Ogikubo”Expand high-rise rental housing in city areas

Expand rental housing for single adults and newlyweds.

Strengthen involvement in tenant mediation, asset management and property management

Develop investment rental housing in favorable locations

7. Business Strategies－Rental Housing Business

We will concentrate resources in urban areas, etc. where market growth is anticipated to expand our business.

「DAPS」Daiwa Apartment House Partnership System

「家賃・入居者管理」から賃貸住宅建築・運営の代行まで幅広くサポート

経営サポート

長期にわたる定期的な点検と診断に基づく、メンテナンスを提案

施設管理サポート

オーナー向け研修会やコンサルティングなど資産管理をサポート

資産管理サポート

「家賃・入居者管理」から賃貸住宅建築・運営の代行まで幅広くサポート

経営サポート

長期にわたる定期的な点検と診断に基づく、メンテナンスを提案

施設管理サポート

オーナー向け研修会やコンサルティングなど資産管理をサポート

資産管理サポート

Asset management support including owner information sessions and consulting services.

Extensive support ranging from rent and tenant management to rental housing building and management assistance.

Maintenance solutions based on inspections and assessments carried out regularly over extended periods of time.

Asset Management Support

Management Support

Property Management Support


7. Business Strategies－Home Renovation Business

By strengthening our relationships with our building customers and strengthening collaboration with group companies, we are aiming to see a 60% increase in sales in the next three years.

Develop concept-based packaged products

We will develop and expand our sales of concept-oriented products centering around burglar-proof homes, easy access, energy-saving, and health features.

Increase orders from customers who have built with us

Through the “Endless Partnership”, we establish in the housing business, we will monitor the changes in our tenants’ lives and provide them with suitable renovation options. – We will use D-SMART※ customer information to strengthen

relationships with tenants. – We will work together with Royal Home Centers to ascertain

renovation needs and strengthen options for such.

“Intelligence Toilet” provides simple

daily health check-ups.

Home renovation example

Establish a low-cost system

We will hire retired engineers under renovation specialist contracts and establish a low-cost sales system.

New health-oriented concept-based products

Before After

※ D-SMART is a company-wide shared enterprise resource system designed to achieve three goals – to protect information, to increase the efficiency of operations and management, and to provide customer satisfaction.

Body fat measurement

Weight measurement

Urine sugar measurement

Blood pressure measurement


ＬＯＣ System

7. Business Strategies－Commercial Facilities Business

We will further promote the LOC system, our strongpoint, and aim to be a partner to our tenant companies and provide them with comprehensive support.

Together with Daiwa Information Services and Daiwa Royal, we will expand operational management, maintenance management, and salespromotion, especially for shopping centers and other complex-type facilities.

Through our broad-based relationships with tenants, we will strengthen development of large-scale commercial facilities such as shopping centers.

Especially for large-scale facilities, we will get involved in converting properties, getting new tenants in, remodeling and expansions, and cater to the low cost requirements of tenants.

At the expiration of leases, etc., we will take the opportunity to actively promote renovations or expansions that will add value to stores.

Number of leases due to expire for properties we built

(No.)

Strengthen property management business

Strengthen developer business (large-scale commercial facilities)

Strengthen conversion business

Use business opportunities that arise upon the expiration of contracts for properties we built

0

700

1,400

2005 2006 2007 2008 2009 2010 2011 2012 2013

契約満了物件

累計

Approx.15,000

Land owner

Contract with a reliable company

Secure land and building required

Tenant company

Desire to make use of land

Land use proposal

Intermediary

Daiwa House Industry

Desire to open shop

Provide location information

15,000

10,000

5,000

0

Properties for which lease contractshave been concludedTotal number of properties


7. Business Strategies－Distribution and medical and nursing care Facilities Business

We will seek to expand sales by providing consulting services, calling on the know-how in distribution and medical and nursing care facilities that we have accumulated

through the building of many such facilities.

Promote development business through real-estate investment and SPC method

Strengthen development of large-scale, high-performance distribution centers

We will provide distribution processing centers for large distributors and wholesalers. We will seek to strategically strengthen our relationships with the 105 distribution companies nationwide that we already have dealings with.

Strengthen solutions offered to suit the increasingly multi-functional needs of medical and nursing care facilities

We will provide small-scale, multi-functional residence facilities. We will seek to rebuild our business, shifting our focus from conventional nursing facilities to fee-based care-for-the-aged homes. We will utilize the operational knowledge accumulated by the Silver Age Research Center, and provide consulting services on building multi-functional care facilities.

（High-performance distribution center）

（Multi-functional facilities）

Distribution facilities built: 1,100

Medical and nursing care facilities built :1,500

Distribution facilities

Medical and nursing care facilities


7. Business Strategies－Resort Business

In addition to increasing the number of repeat visitors by creating group synergies, we are also seeking to enhance facilities and services for longer-stay visitors.

Civil Wedding

We will enhance and expand sales and marketing systems overseas to increase the number of visitors from the Asia region and America.

（Most overseas visitors currently come from Asia. Around 280,000 visitors come from overseas.)

Use the group’s customer base to expand patronage

We will offer options to suit the needs of customers to expand patronage by targeting single-family house and condominiums tenants, Land Owners’ Association members, Condominium Friendship Club members, and Fitness Club members.

Increase the number of users by improving service aspects

We will expand the range of hotel wedding services available (non-religious civil weddings with receptions held on the Venus Patio, etc.)We will improve services on golf courses that cater to seniors to increase usage rates on weekdays. We will seek to expand and improve services and facilities in order the expand the potential resort customer base.

Attract more customers from overseas

Guest Satisfaction Ratings

Kitakyushu-Yahata Royal Hotel

Kashihara Royal Hotel

Amanohashidate Miyazu Royal Hotel

Tonami Royal Hotel

Shinsyu-Matsushiro Royal Hotel

Royton Sapporo

Beppuwan Royal Hotel

Kajikaso Royal Hotel

Oizumikogen Yatsugatake Royal Hotel

Shikabe Royal Hotel85～89

Kushimoto Royal Hotel90+

Source: JTB Accommodation Survey (April 2003 – April 2004)Around 7,600 properties surveyed （Of which 110 scored over

90, and 385 scored between 85-90)


7. Business Strategies－Home Center Business

We will make operations more efficient and establish home centers in suburban areas of city centers.

Improve the cost structure of existing stores

Establish home centers in city suburbs

We will create special home centers in suburban areas and establish a competitive edge through these. Through strengthening group collaboration, we will strengthen interior decoration and renovation businesses through our home center business. We will make most stores either 1,000 tsubo or 3,000 tsubo in size. (1 tsubo =3.3m2.)For our 3,000-tsubo class stores, we will establish a new type of business by remerchandising these stores. – We will cater to both professional needs and BIY (Buy it yourself）

needs.

We will improve sales efficiency by improving store operations. We will seek to improve purchasing and distribution efficiency. We will promote work efficiency improvements through the use of IT.

Royal Home Center Tsukaguchi

Daiwa House Group Mid-Term Management Plan

Note:

All forward-looking statements made in relation to results or business operations provided in this document were current at the time of printing. However, please note that forward-looking statements were prepared based on company information and may involve potential risks and uncertainties. Therefore, please be aware that actual future

conditions may differ greatly from those outlined in the forward-looking statements provided herein, as there are various changeable factors involved.

daiwa house group medium-term management plan · 2007-05-02 · 2. our business environment 3. our...

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