Konica Minolta 2015 Annual Report Download - page 20

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With an eye to achieving sturdy production operations, we will
be conducting fundamental streamlining of production
activities through efforts including Group-wide purchasing,
more extensive automation in manufacturing processes, and
coordination between design and production using
groundbreaking ICT. One effort made in fiscal 2014 towards
this end was shifting “digital manufacturing” into full gear at our
production site in Malaysia.
We also undertook corporate reform and refined Group
management to be in line with what the world expects of a
global company, in addition to enhancing profitability by
optimizing our cost structure.
By focusing our efforts on corporate resources in segments
that show promise for growth, we leverage coherent
“genre-top” strategies to establish a higher position in the
global market. To this end, in order to succeed with both
maximizing earnings in existing businesses and “transforming”
our business portfolio to achieve next-generation growth, we
have established three phases for each business as part of our
systematic growth scenario (see diagram).
In Phase 0, we will reinforce the earning power of profit
engines in existing businesses. Phase 1 will focus on
transforming our business portfolio with a view to achieving
results in fiscal 2016, the last year of our Medium-Term
Business Plan. In Phase 2, by fiscal 2016 we will complete the
preparations for creating new growth engines that will
strengthen business in fiscal 2017 and 2018. Pursuing these
three phases concurrently constitutes Konica Minolta’s
TRANSFORM initiative.
1,500
1,200
900
600
300
0
150
120
90
60
30
0
FY 2013 FY 2014 FY 2016 (plan) FY 2018 (target)
90.0
58.1
39.8
65.7
130.0
943.7
Revenue (Billions of yen) Operating profit (Billions of yen)
Revenue Operating profit
935.2 1,002.7 1,100.0 or more
1,300.0 or more
Medium Term Business Plan Progress Report
The existing growth
engine itself
The business portfolio
transformation that will
produce definite results
by FY2016
The business portfolio
transformation that will be
on the mark by FY2016 and
contribute to business in
FY2017-2018
Phase 0 Phase 2Phase 1
The 3 Phases for transforming our business portfolio
Realizing sustainable profit growth
TRANSFORM 2016 Progress
Establishing a strong corporate structure
The first fiscal year has gotten off to a good start.
To create services and solutions to address the issues faced
by our customers and society, it is critical that we establish a
customer-focused approach based on our management
philosophy of “the creation of new value.” To this end, in fiscal
2014 we focused on building a customer-centric corporate
climate and business structure as One Konica Minolta. Part of
this involved establishing Business Innovation Centers (the
BICs) in 5 key regional markets. In fiscal 2015, we will work
even more closely with customers to provide solutions from
processes further upstream. We are also creating new
services together with customers through these BICs.
Transform into a customer-centric company
17
KONICA MINOLTA, INC. Annual Report 2015
J-GAAP IFRS
19
KONICA MINOLTA, INC. Annual Report 2015
Foundation for GrowthBusiness StrategiesGrowth StrategyCompany Overview and Characteristics Financial Report