Konica Minolta 2000 Annual Report Download - page 5

KONICA 3
A MESSAGE FROM THE PRESIDENT
WHAT IS YOUR OPINION OF KONICA’S
BUSINESS RESULTS FOR FISCAL 2000?
Looking at the year-on-year changes, fiscal 2000 was undoubt-
edly an excellent year for Konica. Decisive action in recent
years has laid the foundation for recovery. The promotion of
our new corporate identity, restructuring of domestic and over-
seas marketing networks, liquidation of unprofitable opera-
tions, and implementation of marketing campaigns in Russia
and selected Asian countries have all contributed to this re-
bound, which has exceeded our expectations and confirmed
that we are on the right course for continued growth.
The most pleasing aspect of the results was the strong per-
formances of both consumer- and office-use digital products.
Our high-speed digital copier/printers—in which we are build-
ing an unrivaled reputation for efficiency in networked offices—
and the Konica Digital Minilab QD-21 Plus System, a digital
minilab that is revolutionizing the photofinishing business, are
two prominent examples. In addition, our optics technology
business grew markedly during the fiscal year and is fast
becoming one of our business pillars.
The digitization of images and image processing technolo-
gies is the most influential trend in our operating environment,
and implementing appropriate responses is the central theme
of our business strategies. Digital products now account for
approximately 30% of sales, and we want to raise this ratio
to 70% by the end of our current management plan.
COULD YOU OUTLINE THE MAIN
GOALS OF KONICA’S NEW MANAGE-
MENT PLAN, SAN 2003?
Most importantly, we want to set in place the business infra-
structure and management practices necessary to raise our
corporate value. We will promote a shift from performance
benchmarks based on past results and concentrate on forward-
oriented indicators, such as investment evaluation measures
and international industry standards.
We believe that SAN 2003—focusing on Speed, Alliance,
and Network—is the key to realizing our 21st century vision of
being a company that provides creative imaging solutions to a
networked society.
Organizational reforms, centering on the implementation of
an internal company system, will be made to speed our prod-
uct development, decision-making, and customer response
times. With operating speed in mind, we reduced the number
of members of our Board of Directors and introduced an exec-
utive officer system in June 2000.
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