Yellow Hat 9882
イエローハット
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2022-05-11
2022-02-01
2021-10-29
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Summary
Yellow Hat sells car and motorcycle parts and accessories and provides maintenance services. In the Japanese market the
leading company by sales is Autobacs Seven (TSE1: 9832), followed by Yellow Hat. The company has two segments: car and motorcycle parts sales and property leasing. In the property business Yellow Hat leases store buildings to its sales subsidiaries, affiliates and group store operators.
Specialty Retail
Key dates
2011-02-07
Coverage initiation
Key financial data
Note: Figures may differ from company materials due to differences in rounding methods.
Trends and outlook
Quarterly trends and results
Note: Net increase from the end of previous fiscal year
*Audio, navigation system, other: car navigation systems, drive recorders, audio equipment, electronic toll collection (ETC) devices, and other products
*Wages: wages for maintenance work, installation or replacement work, and other services
Full-year FY03/22 results
In FY03/22, the company saw new record-highs for sales, operating profit, recurring profit, and net income attributable to owners of the parent. Sales of drive recorders and car navigation systems were down but the weakness there was offset by higher sales of tires and strong sales of motorcycle parts amid rising demand for motorcycles.
Company initiatives
Demand in the auto parts industry varied by season, with worries about COVID-19 infections during the summer reducing car travel and related demand as fewer people returned home for the holidays or took vacations using their car. In contrast, the winter snows led to strong sales of cold weather products such as studless tires. The drop in sales of driver recorders was in part a reflection of difficult comparisons with the previous year, when sales of driver recorders were strong in response to increased fines on offending drivers.
Among the measures implemented by the company to help grow the auto parts sales business, during 2021 it opened its Yellow Hat Online Shop (specializing in sales of tires and wheels). The company further increased the convenience to consumers by expanding its lineup of audio visual products, such as drive recorders, portable car navigation systems, and electronic toll collection (ETC) devices. Although the worldwide shortage of semiconductors caused shortages of some of these products, the company adjusted its procurement practices in such a way that it was able to keep the impact of these shortages down to a minimum.
The company's move to the new accounting standard for revenue recognition boosted FY03/22 sales by JPY204mn, operating profit by JPY21mn, and recurring profit by JPY21mn compared with what would have been reported under the old standard.
Results by segment are as follows.
Automotive and Motorcycle Parts Sales segment
In FY03/22, the company opened four and closed 12 Yellow Hat stores in Japan. In addition to Yellow Hat stores, the company opened 11 more stores (five 2-Rin-Kan stores and six Bikers' Station stores), while closing four stores (three 2-Rin-Kan stores and one Bikers' Station store). As of the end of FY03/22, the company had a total of 854 domestic stores (Yellow Hat: 735; 2-Rin-Kan: 59; Bikers' Station: 60), seven Yellow Hat automobile inspection centers, and 11 Yewllow Hat coin-operated car washes.
While only increasing its total domestic store count by two stores versus April 2021, the company noted progress on other fronts, including moving existing stores to more profitable locations and changing stores formats. In this relation, the company also noted that it was adjusting its store openings plans to take into account the sharp rise in the prices of building materials.
Real Estate Lease segment
Full-year company forecast
Figures may differ from company materials due to differences in rounding methods.
For FY03/23, the company projects full-year sales of JPY152.0bn (+2.7% YoY), operating profit of JPY14.5bn (+2.9% YoY), recurring profit of JPY15.5bn (+3.2% YoY), and net income attributable to owners of the parent of JPY9.8bn (+1.5% YoY).
In the year ahead, the company plans to continue executing on the growth initiatives outlined below, with much of its efforts here focused on expanding its mainstay auto parts sales business.
Key initiatives in FY03/23
The company plans to strengthen its business foundation and increase profits by implementing the measures outlined below, beginning with the expansion of automotive parts sales, the company’s main source of profits.
Expand automotive parts sales business: The company plans to open more stores under the Yellow Hat and Kakuyasu Tire Tread brands and strengthen sales of tires and other expendable auto parts by enhancing the range of products and car life services it offers at physical stores.
Expand automobile inspection and service business: The company plans to increase profits and enhance customer loyalty by strengthening its maintenance service business, including vehicle inspection. Toward that end, it will develop qualified mechanics and systematically acquire designated auto inspection shops.
Strengthen motorcycle business: The company plans to open new 2-Rin-Kan and Bikers’ Station stores and expand earnings at existing stores by increasing sales of its own-brand parts and capturing inspection demand.
Strengthen wholesale business: To expand its wholesale business targeting sales to general retailers other than Yellow Hat stores, the company plans to develop products and capture new customers via its manufacturer-vendor subsidiary JOYFULL Co., Ltd.
The company aims to improve brand awareness by continuing to enhance its advertising and promotional initiatives.
Outlook
Yellow Hat published an overview of its medium-term plan (FY03/21–FY03/23) in an annual securities report, calling for FY03/23 sales of JPY150.0bn (+6.4% versus FY03/20), operating profit of JPY11.4bn (+12.9%), and recurring profit of JPY12.5bn (+10.9%).
In regard to capital efficiency, the company aims to maintain both return on equity (ROE) and return on assets (ROA; ratio of recurring profit to total assets) of 8% or higher as it works to maximize enterprise value.
Operating profit, ROE, and ROA surpassed targets of the final year of the medium-term plan (FY03/23) in FY03/21. The company expects to reach the medium-term plan target for sales a year early in FY03/22.
Taking a medium-term view, the business environment is rapidly evolving as the Japanese auto parts market shrinks and plans have arisen to make use of automatic diagnostic equipment in auto maintenance services due to an increase in vehicles with automatic braking systems and lane keeping assistance functionality. At the same time, because of declines in the numbers of gas stations and body shops offering automotive expendables and maintenance services, there is increasing need for the expendables sales and maintenance services Yellow Hat provides through its nationwide network.
The company plans to improve enterprise value through the following initiatives.
Expansion of automotive parts sales business
Aiming to expand the auto parts sales business, the company plans to open more stores using the Yellow Hat and Kakuyasu Tire Tread brands and enhance the range of products and car life services it offers at physical stores, strengthening sales of expendables with a focus on tires.
In Japan, since FY03/12, the company has each year been opening about 30 stores and closing about 10, for a net increase of about 20 stores per year. Under the medium-term plan, it plans to continue opening 20–30 stores per year and says it is possible to develop some 1,000 stores in Japan, assuming a potential customer population of about 50,000 people per store.
The company has slowed its pace of store openings in FY03/21 and FY03/22, because the impact on the real estate and construction industries of the Tokyo Olympics and the COVID-19 pandemic remains unclear.
Note: Openings, closings, and end-FY store count are totals of directly operated stores, stores operated by subsidiaries, and stores operated by franchisees.
Since FY03/13, Yellow Hat has increased the store count with a focus on those managed by wholly owned subsidiaries, and it plans to maintain this approach for the medium term.
Looking at historical performance, retail sales has been the driver behind the company’s sales growth, and growth in retail sales was achieved through an increase in store count. However, over the long term, sales per store have been in a downward trend. This is primarily because the company has focused its store openings on relatively low-cost vacated premises in regional areas with small commercial zones.
Expansion of automobile inspection and maintenance service businesses
In services, Yellow Hat seeks to enhance its automobile inspection and maintenance services by developing human resources such as qualified mechanics and increasing the number of designated auto inspection shops, as it aims to expand the earnings of the services department and win new customers (as of June 2021, 168 stores were designated inspection shops).
Yellow Hat says that auto inspections themselves do not generate substantial earnings, but even if it sets inspection fees lower than at manufacturer-affiliated dealers, the replacement of expendables when inspections are conducted generates sales and profit from the parts and wages for the replacement work, so there is adequate merit in expanding auto inspection capacity.
The company does not disclose sales data related to auto inspection and maintenance services, but its supplementary financial information includes YoY comparisons for the number of vehicles inspected and sales from maintenance services. Based on those trends, Shared Research estimates that over the last 10 years the number of vehicles inspected increased by approximately 2.5x, while sales from maintenance services approximately doubled.
Enhancement of motorcycle business
In order to enhance the motorcycle business, the company plans to open new 2-Rin-Kan and Bikers’ Station stores and expand earnings at existing stores by increasing sales of its own-brand parts and capturing inspection demand.
The motorcycle business comprises 2-Rin-Kan stores (sales of motorcycle parts) operated by 2-Rin-Kan Yellow Hat Co., Ltd., which became a subsidiary in April 2012, and Bikers’ Station stores (sales of new and preowned motorcycles) operated by YellowHat-Bikers' Station Inc., which became a subsidiary in May 2014.
Historically, the company has opened about three 2-Rin-Kan stores per year and about five Bikers’ Station stores per year.
Enhancement of wholesale business
In addition to wholesaling to Yellow Hat stores, the parent and its subsidiary wholesalers sell automotive and motorcycle parts to hardware stores and other general customers. In FY03/21, wholesaling to customers other than Yellow Hat stores generated sales of JPY14.1bn (+11.1% YoY), accounting for 10.1% (+0.7pp YoY) of Auto and Motorcycle Parts Sales business sales.
In the medium term, to enhance wholesaling to customers other than Yellow Hat stores, the company plans to develop products and capture new customers via the manufacturer vendor subsidiary JOYFULL Co., Ltd.
JOYFULL became a subsidiary in August 2010. It develops and manufactures washer fluids, battery fluids, and coolants, and launched the new ENERGY LUBE brand of automotive lubricants in April 2019.
Vigorous company-building
Yellow Hat aims to improve brand awareness by continuing to enhance its advertising and promotional initiatives.
Dividend policy
In terms of its dividend policy, Yellow Hat targets a 30% consolidated payout ratio while taking its consolidated earnings, financial condition, and investment plans into account.
In FY03/21, the company paid a dividend of JPY54.0 per share (payout ratio of 29.1%). The FY03/22 dividend forecast is JPY58.0 per share (payout ratio of 28.2%).
Business
Yellow Hat sells automotive and motorcycle parts and accessories and provides maintenance services. In the Japanese market the leading company by sales is Autobacs Seven (TSE1: 9832), followed by Yellow Hat. In FY03/21, Yellow Hat had sales of JPY147.0bn versus JPY220.4.4bn for Autobacs Seven.
Historical performance and turning point
Company falls into earnings slump in FY03/08
In FY03/06, the company posted sales of JPY188.1bn (+0.6% YoY) and operating profit of JPY2.3bn (+188.7%, OPM of 1.9%). However, consumer sentiment subsequently deteriorated along with the economy, and the company lost its ability to coordinate its subsidiaries following consolidation among them in an attempt to boost efficiency under the Y-DNA* program formulated in FY03/05. This led to a slump in sales and an increased SG&A expense burden. In FY03/07 operating profit fell 79.0% YoY to JPY478mn (OPM of 0.4%) and in FY03/08 Yellow Hat posted an operating loss of JPY507mn.
Earnings growth achieved from FY03/09 onward under system established by current president, Yasuo Horie
Under Yasuo Horie, who became president in October 2008, the company concentrated its resources on the core automotive parts business, conducted strict cost reductions and expense controls, and employed a basic policy of having regional sales subsidiaries manage stores.
In addition, the company reduced the sales ratio of audio and visual products and other car electronics, which have relatively low margins in the face of fierce competition, and raised the ratio of relatively high-margin tires and expendables (including batteries and oil), for which demand is proportional to the number of vehicles owned and distance traveled. In this way, it improved its overall GPM.
It also promoted other measures to improve margins, such as actively opening stores at low cost, primarily in vacated premises, thereby reducing procurement costs by leveraging procurement scale based on a higher store count.
In FY03/09, sales fell to JPY89.8bn (-15.8% YoY), but the company returned to the black with operating profit of JPY279mn (OPM of 0.3%). The recovery in sales and profits continued from FY03/10 onward, with FY03/21 sales amounting to JPY147.0bn (+4.2% YoY) and operating profit to JPY13.0bn (+28.6% YoY, OPM of 8.8%).
Business segments
The company has two segments: Auto and Motorcycle Parts Sales (95.6% of sales in FY03/21) and Real Estate Lease (4.4%). In the latter business, Yellow Hat leases store buildings to its sales subsidiaries, affiliates, and group store operators.
Auto and Motorcycle Parts Sales (95.6% of sales and 90.0% of operating profit in FY03/21)
Its main format is the Yellow Hat auto accessories chain. The company also has a chain of 2-Rin-Kan stores, which sell motorcycle parts, and the Bikers’ Station chain, which sells motorcycles. There are three sales formats in use: retail sales by consolidated subsidiaries, wholesale sales to group affiliates (voluntary chain members), and wholesale sales to hardware stores and other general customers.
In FY03/21, sales by product were: tires and wheels, 27.9% (29.5% in FY03/20); audio and visual products, 8.7% (9.9%); car wash, car washing, oil, and other chemicals, 10.1% (9.7%); functional products, 11.5% (11.3%); interior and exterior products, 5.3% (4.8%); motorcycle products, 10.5% (9.6%); and other, 26.1% (25.3%).
Gross profit margins are relatively low for car electronics such as audio and visual products due to falling prices amid stiff competition. Conversely, gross profit margins are relatively high for tires and consumables (including batteries and oil) because of steady growth in replacement demand proportionate to car ownership and distances traveled.
Overview of business model
In the core Auto and Motorcycle Parts Sales business, there are three selling formats: retail by consolidated subsidiaries, wholesale sales to group companies (voluntary chain stores*), and wholesale sales to general-purpose stores such as hardware stores.
In FY03/21, sales by format in this segment were as follows: retail, 62.4% (61.2% in FY03/20); wholesale, 35.0% (36.5%), with 24.9% (27.0%) to Yellow Hat group companies (voluntary chains) and 10.1% (9.4%) to general stores.
Until FY03/15, wholesale sales comprised a larger share of the total than retail, but in FY03/16, retail sales overtook wholesale. The rise in the ratio of retail sales to total sales was driven by two factors: an increased retail store presence due to acquisition of companies such as Monte-carlo Co., Ltd. (now Hiroshima Yellow Hat), Driver Stand Co., Ltd. (now 2-Rin-Kan Yellow Hat), and Will Co., Ltd. (now YellowHat-Bikers' Station); and cases whereby some group companies found it impossible to continue operating as associate stores in the voluntary chain due to the lack of successors, so they were consolidated as subsidiaries.
Retail
In FY03/21, retail accounted for 62.4% of sales in the Auto and Motorcycle Parts Sales business (up from 61.2% in FY03/19).
In retail, 35 consolidated subsidiaries manage the retail stores and maintenance services of Yellow Hat, 2-Rin-Kan, and Bikers’ Station stores by region (as of July 2021). Collaboration between headquarters and the regional subsidiaries that operate stores is swift, so headquarters’ intentions are amply reflected in operations. The company has also adopted an area specialization strategy which enables efficient management and store operation that reflects needs of the local community.
Retail sales are proportional to store count and sales per store. The company is increasing the store count mainly through acquisition and via consolidated subsidiaries. However, sales per store are trending downward in the long term largely due to the company’s focus on store openings in relatively low-cost vacated premises in regional areas with small commercial zones.
Since gross profit for retail includes profit at the store level, it has a higher GPM than wholesale, and there is greater profit volatility in relation to increases or decreases in sales. On the other hand, its SG&A expense ratio is also relatively high due to the fixed cost burden of personnel expenses, rents, and depreciation associated with store operation.
Wholesale
In FY03/21, wholesale accounted for 35.0% of sales in the Auto and Motorcycle Parts Sales business (down from 36.5% in FY03/20). In wholesale, the company wholesales to group stores (voluntary chain members; 24.9% of segment sales) and to general external parties such as hardware stores (10.1% of segment sales).
GPM in wholesale is lower than in retail. Although the company group bears no risk from holding inventories, it also receives no profit at the store level.
Wholesale sales to group affiliates (voluntary chain members)
In FY03/21, wholesale sales to group stores accounted for 24.9% of sales in the Auto and Motorcycle Parts Sales business (27.0% in FY03/20). The company generates revenue through wholesale sales of merchandise to group affiliates that operate voluntary chain stores under affiliation agreements.
Yellow Hat executes agreements between group affiliates and affiliated stores (voluntary chain members). This gives affiliates the right to use Yellow Hat’s trademarks and management expertise with the appearance of being part of a single company. Management services include store operations (including face-to-face sales and maintenance work), merchandise management (ordering and sales floor construction) and store management (including achieving sales targets, cost reductions, and staff training). Group affiliates procure merchandise from Yellow Hat and receive sales support from the company as it leverages its buying power in volume purchases and conducts advertising campaigns.
In a typical case, franchisees have to pay royalties as set forth in franchise agreements, but because Yellow Hat has adopted a voluntary chain format, it does not collect royalties from affiliates. In contrast to stores operated by consolidated subsidiaries, affiliates may reflect the direction set by headquarters, but are not compelled to do so. As a result, stores operated by group affiliates are allowed a certain degree of latitude with regard to format which goes outside standard formats such as selling cars for example.
Sales in wholesale (to Yellow Hat group companies) are proportional to the store count and sales per store. The wholesale business sells to about 380 stores, and sales are about JPY100mn per store.
Wholesale sales to hardware stores and other general customers
In FY03/21, general wholesale sales accounted for 10.1% of sales in the Auto and Motorcycle Parts Sales business (9.4% in FY03/20). Yellow Hat generates revenue through wholesale sales of merchandise from its subsidiary companies to hardware stores and the like. Sales were JPY14.1bn (+11.1% YoY) in FY03/21, continuing the trend of YoY growth every year since FY03/11. While GPM for general wholesale sales is lower than retail, the fixed cost ratio is also lower, so the impact of declining sales on profits is relatively small.
Yellow Hat got its start as a wholesaler and had transactions with the majority of key hardware stores. As the number of Yellow Hat stores grew, the company focused management resources on the retail side and withdrew temporarily from low-margin wholesale sales to hardware stores. However, the company is once again working to grow its wholesale business. It thinks that bolstering this low-fixed-cost segment will strengthen its business platform and underpin profit growth. To this end it has been utilizing its consolidated subsidiary JOYFULL Co., Ltd. (became a subsidiary in August 2010; manufactures and sells chemical products and has wholesale capabilities) as well as its existing infrastructure of six offices and three logistics centers.
Keys to analyzing Yellow Hat
There are two key areas to focus on when analyzing Yellow Hat: store development (sales growth through new store openings) and improving store profitability.
Store development (sales growth through new store openings)
Per the company, its share of the Japanese car parts market is just 10–20% (details discussed later). Due to companies closing down or withdrawing from the business of car dealerships, service stations and garages, the market is becoming increasingly concentrated and the market share of major players (companies selling car parts) such as Yellow Hat and Autobacs Seven is rising.
Meanwhile, the market for car parts in Japan is forecast to continue shrinking. Yellow Hat’s strategy envisages YoY comparable store sales to be flat YoY in the medium term and aims to grow profits by new store openings. The aggressive store rollout program includes opening 30–40 stores in its key Yellow Hat format per annum combined with new stores for motorcycle accessories merchandiser 2-Rin-Kan and motorcycle seller Bikers’ Station.
Distinguishing feature: opening stores in vacated retail premises
One of the distinguishing characteristics of Yellow Hat is its expertise in low-cost store openings. The company often opens fully fitted out stores using the buildings and fixtures in premises vacated by businesses from other industries. According to the company, its margins in newly opened stores are higher than others in the industry. For example, Autobacs Seven often opens large urban stores in prime locations such as roadsides. In contrast, Yellow Hat has tended to open stores in vacated premises in regional areas with small commercial zones that are relatively low cost. According to the company, although store opening costs vary according to the property, its initial investment expenses are relatively low, enabling a quick turn to profits. The company used to have store opening criteria of selling space of 150 tsubo (496sqm) and site area of 1,000 tsubo (3,306sqm), but it relaxes these when it enters vacated premises to at least 80 tsubo (264sqm) for selling space and 500 tsubo (1,653sqm) for site area. Yellow Hat says that it has already worked to lower costs, including those of fixtures, so there is limited scope for major cuts to store opening costs.
Since around 2012, Autobacs Seven has also adopted an aggressive store opening strategy in small commercial zones, but Yellow Hat thinks its target of 30–40 store openings per year is readily achievable in the medium and long term. The company also argues that it has the advantage of accumulated expertise built up over its long history of opening stores in small catchment areas.
Further, Yellow Hat has a high ratio of retail sales to total sales. They accounted for 62.4% of sales in FY03/21, compared with 38.5% (36.7%) at Autobacs Seven. This is because under its current president, Yasuo Horie, Yellow Hat has shifted store management to regional sales subsidiaries, and in the 2010s focused on these subsidiaries to increase its store count.
Stores
As of end-FY03/20 the company had 738 Yellow Hat stores in Japan (728 at end-FY03/19) and three overseas (four at end-FY03/19). Of the stores in Japan, 367 (346 at end-FY03/19) were operated by wholly owned subsidiaries and 371 (382 at end-FY03/19) by group affiliates (voluntary chain companies, details in table below).
In addition, for motorcycle parts it had 57 2-Rin-Kan stores (56 at end-FY03/20) and for motorcycles and motorcycle parts it had 55 Bikers’ Station stores (52 at end-FY03/20).