Ricoh 2012 Annual Report Download - page 17

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Ricoh Group Sustainability Report 2012 16
Top Message About Us Our Activities
Top Interview
Data
Measures to be taken in fiscal 2013
We regard fiscal 2013, the second year of the 17th MTP, as an important
year to get on a new track for business growth. While the prospects of
the world economy are still uncertain due to the debt crisis in Europe and
price hikes in crude oil, the Ricoh Group expects to see positive results
in the structural reform efforts it has carried out over the past several
years as the influence of the Great East Japan Earthquake and floods in
Thailand, which had an enormous impact on business achievements in
the previous term, fade away.
To rebuild a management structure to continue our business growth
even under a new competitive environment that we must face as a result
of expanding our business domain, we will focus on three themes: “To
accelerate business structure transformation,” “To enforce the foundation
for profits” and “To develop new businesses.”
Aiming to become an excellent global company
that can contribute to a better future
Ricoh’s origin started from a wish to create value that is useful for
communication among people to share information with many others.
And the first company started its business with two communication
technologies: sensitive paper and cameras. Since then, we have enhanced
image processing technologies through the development of copiers and fax
machines, while gaining sales and service capabilities to meet the diverse
needs of our customers around the world. By using these knowledge and
capabilities, we have brought about a series of innovations that support
productivity improvement and knowledge creation of our customers.
Excellent global companies are corporations that can trail-blaze
their own future with the support of a variety of stakeholders located
throughout the world. In 2002, the Ricoh Group became one of the first
companies to sign the United Nations Global Compact. We will keep
creating economic value with our stakeholders and will play an active role
towards coming up with solutions for various issues faced by society. We
will develop ourselves into a brand that is highly appreciated and trusted
by the people around the world.
3. Accelerate business structure transformation to service
businesses in the markets of developed countries
We provide services to support our customers in their document
management needs as well as in installation and operation of IT services
at their offices, so that we can help improve their operational efficiency
and solve their business challenges. In March 2012, sales in managed
document services increased significantly by 20% from the previous year
on a local currency basis. Sales of network system solutions also grew by
10% from the previous year, thus validating our achievement in structural
transformation, which places more emphasis on the service business.
4. Accelerate business growth in emerging markets
In emerging markets, we first identify functions and prices expected
locally and reflect these into our products beginning at the design
process. We also prepare locally competent sales systems to expand our
business. In March 2012, we released the Aficio SP100 Series, a series of
A4 MFPs designed and developed specifically for the Chinese market and
produced locally. We accelerated our business development to meet the
rapid growth of the Chinese market for A4 MFPs.
5. Realize profit contributions from the Production Printing
business
The production printing business continues to expand its product line
and to strengthen sales and development schemes to accelerate profit
growth. In March 2012, we launched Pro C751EX/C651EX, a printer
equipped with high image quality and paper flexibility, yet excellent cost
performance. Along with the Pro C901 Series, which has already been
highly evaluated, the new series has gained large market share in the
Americas, EMEA and Japan, as a solution that meets the diversified needs
of customers who demand a wider variety of printing materials, smaller
lots and shorter delivery.
● Establishment of highly effective management
To build a stronger management system for further growth while properly
responding to changes in the business environment, we have brought our
measures for structural reform forward. In March 2012, we allocated 34.1
billion yen as structural reform expenses and took measures to optimize
staff size, including solicitation of voluntary retirement for Ricoh and
affiliated companies based in Japan. We also worked to improve sales
activities to respond to the change in work styles, and increased the
efficiency of sales operations, while fully reviewing all business processes
in all divisions. As a result of these measures, we were able to realize
great improvement.
See page 47
See page 46
See page 51