Konica Minolta 2009 Annual Report Download - page 11

9
properly, we should position ourselves for revenue and
earnings gains in FY March 2011. We have acted
swiftly before to restructure, and we will move even
more quickly to strengthen our corporate constitution.
FY March 2010 is the first year of MANAGEMENT
POLICY <09-10>, a time that will test our mettle as
a prospectively powerful player.
Exactly how do you intend to
consistently deliver strong growth?
For a start, we will build on our genre-top strategy to
reinforce existing businesses and establish an unassail-
able market position. In office MFPs, we will bolster
our product capabilities by introducing more color
models and will strengthen marketing and cost-
competitiveness. We should thus maintain our top
group positioning in the European and U.S. markets. In
production printing, we will introduce new upmarket
offerings, not only expanding light production segment
about bolstering our operations to tackle the business
climate in FY March 2010 and beyond. These initiatives
remain a top priority in the current fiscal year.
As the business environment in
the coming year is expected to be
challenging, what initiatives are you
pursuing in FY March 2010?
Our most important task is to not only survive but also
thrive in the currently severe operating environment.
To ensure this, we must continue strengthening our
corporate constitution.
There are few prospects for increasing revenues
and earnings in FY March 2010. Management will thus
focus on improving the breakeven point and generating
sufficient free cash flow. We plan to lower our
breakeven point by executing a ¥30 billion or more
reduction in fixed expenses, thereby trimming our
balance sheet to boost free cash flow by the same
amount. We will continue to pursue selection and
concentration in unprofitable businesses and use
resources even more efficiently. We will defend
ourselves fiercely in this adverse climate.
Still, you cannot get far just by going on the
defensive. You certainly cannot build a future if
downsizing is all there is to management. That is why
we are proactively reviewing all business processes
and overhauling our business model from the
customer perspective.
Our commitment to defending while attacking will
be pivotal to strengthen our corporate capabilities and
achieving strong growth. If we do these things
FORWARD 08 Medium-Term Plan Business
Achievements
(from April 2006 through March 2009)
 We consistently implemented our genre-top
strategy focus on growth areas.
 We accelerated this strategy with proactive M&A
and strategic alliances.
 We thoroughly executed selection and concentra-
tion in deploying management resources into
growth businesses.
Q
Q
A
A
Our most important task is to not only survive but also thrive in
the currently severe operating environment. To ensure this, we
must continue strengthening our corporate constitution.
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