Saab 2011 Annual Report Download - page 28
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Please find page 28 of the 2011 Saab 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.24 SAAB ANNUAL REPORT 2011
STRATEGY > PORTFOLIO
3. PORTFOLIO
DEVELOPMENT OF OUR
CORE COMPETENCE
Maintaining a product portfolio that meets our customers’
current needs and develops based on their future needs
is critical if we are to reach our overarching goals in the
short and long term. The ability to continuously supply
sought-after defence and security solutions is also one of
our biggest strengths.
Our strategic priority of a “focused portfolio” refers to how we
develop our oering in defence and security. Our focus is on
developing products and services in areas where we have a leading
position or the potential to secure one. Our product portfolio and
geographical presence create growth potential in a number of areas,
from complex systems to niche products. e Gripen system and
ERIEYE radar system, and their further development, are two of
our best examples of strategic oerings.
Examples of investments in leading niche products that we sell individually
or as part of more complex systems include the weapon systems Carl-
Gustaf, AT4 and NLAW, the RBS 70 ground-based air defence system, the
unmanned helicopter Skeldar, the Arthur and Girae AMB radar systems,
and our unmanned underwater vehicles. Niche products also include
combat training, where we have a leading position.
One niche area that was strengthened during the year was Air
Trac Management (ATM), partly through the launch of the
Remote Tower concept and partly through the acquisition of Sensis,
a leader in the market segment. In terms of development, we are
well-positioned through our participation in the Single European
Sky ATM Research Program (SESAR).
We are also seeing increased demand for solutions based on
open systems as well as systems that can be integrated with those of
dierent suppliers. We have positioned ourselves as a supplier that
can meet these needs.
PRIORITIES 2011:
Acquisitions and streamlining
rough the acquisition of US-based Sensis in 2011 we have
complemented our portfolio in Air Trac Management (ATM),
radar and sensors. e acquisition of the Czech company E-
COM further strengthens our oering in training and education.
Moreover, we have maintained the focus on our core areas
by divesting our shares in the 3D mapping company C3
Technologies AB.
Research and development
Our research and development has been focused on the further de-
velopment of products and services that support our core portfolio.
Work on the Group-wide product management process established
in 2010 has continued. We are now seeing major benets from
having every business area work and follow up their results in a
uniform manner.
is will increase eciencies in development work, create
synergies between projects, reduce costs and shorten development
times. As part of this work, we are increasingly using model-based
development for complex soware and soware systems.
Every research and product development investment is preceded
by a careful analysis where customer benets, future market poten-
tial and protability are the decisive criteria.
PROFITABLE
GROWTH
PORTFOLIO
GROWTH
PERFORMANCE
PEOPLE