Oki 2010 Annual Report Download - page 12
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Please find page 12 of the 2010 Oki annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.Mechatronics skills
Service skills
Shift business structure
Select and concentrate
Solutions & Services 80.0 billion yen
Social Infrastructure Systems 45.0 billion yen
Telecom Systems 80.0 billion yen
Mechatronics Systems 55.0 billion yen
+20.0 billion yen Expand business as the world top vendor in mechatronics
Expand business by enhancing cooperation among
group companies
Expand business by offering strong products as services
Shift from SIDMs to LED color
and monochrome non-impact printers and MFPs
Focus on products strategy by region
Telecom Carrier Systems: Concentrate on competitive domains
Enterprise Systems: Enhance by alliances
Secure current profit level based on the government’s new growth strategy
+10.0 billion yen
+10.0 billion yen
+10.0 billion yen
EMS (including Others) 46.0 billion yen
Printers 150.0 billion yen
Sales target and measures by business unit
ASSUMPTIONS OF MID-TERM BUSINESS PLAN
456.0 billion yen (FY2009 (ended March 2010))
500.0 billion yen (Plan for FY2012 (ending March 2013))
Note: Figures for the fiscal year ended March 31, 2010 are estimates made at the time of the business plan’s announcement on February 16, 2010, and do not reflect actual results.
“Monozukuri” skills
8Annual Report 2010
What strategies are in the plan for increasing sales?
Each unit will identify areas on which to concentrate for increasing sales. One example is
the mechatronics systems business unit’s focus on the ATM business in China.
Q
A
One of our greatest expectations is the mechatronics systems business, through
which we provide products based on mechatronics technology. Offerings include
ATMs, cash handling equipment, bank branch terminals, and ticket reservations and
issuing terminals. OKI has already established itself as a world-leading vendor in
ATMs. Under the mid-term business plan, we aim to increase sales by ¥10.0 billion by
opening up new markets and expanding sales in China, where market growth has
been dramatic. In addition, by applying elemental technologies used in ATMs, we will
boost development and deployment of cash handling equipment. Overall, our goal is
to achieve a ¥20.0 billion increase in sales in the mechatronics systems business.
For the EMS business, we are targeting a ¥10.0 billion increase in sales. Here, we
specialize in devices requiring the high-density mounting of electronics parts, a field
with high added value despite limited volumes. At the same time, we will enlarge
this business by linking up design, substrates manufacturing, product manufactur-
ing, and other functions scattered among affiliated companies.
In the solutions & services business, OKI will draw on the Group’s track record in
providing systems for the financial, government agencies, transportation, retail sec-
tors, etc. to expand its maintenance and operational services business. We hope to
stabilize sales by increasing the percentage of stock businesses in this way. In the
printers business, our sales expansion plan calls for a focus on multifunctional print-
ers and services for the emerging markets. Through these activities, our target is to
increase these units’ sales by ¥10.0 billion, respectively.
In the social infrastructure systems business, our goal is to maintain the current
level of sales in light of the severe operating environment. As for the telecom sys-
tems business, in the telecom carrier systems we will maintain profitability by
adopting a strategy of selection and concentration. In the enterprise systems, we
will strive to increase market share by forming alliances with other companies.