Toshiba 2012 Annual Report Download - page 13

Download and view the complete annual report

Please find page 13 of the 2012 Toshiba 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.

Page out of 138

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138

How are you responding to changes in the global market environment?
Our overseas ratio in FY2011 was 55% for net sales, 58% for production output and 64% for procurement
amount, respectively.
Through transforming Toshiba’s business structure, we aim to create a business structure that will not be
greatly a ected by changes in the global market environment. The key to coping with such changes is to build
a structure for global production that will enhance our cost competitiveness by optimizing the location of
production, procurement and sales sites. Both in Japan and overseas we are optimizing our production and
procurement bases, including enhancing our BCP (Business Continuity Plan), and we are strengthening our
sales organization in the markets of the emerging economies and will strive to further increase our shares in
these markets.
Net sales from FY2009 to FY2011 were about at the same level, due
in part to the impact of foreign currency exchange fluctuations.
However, when it is converted using a U.S. dollar base, our business
scale is growing at a rate of 6-7%, thanks mainly to the strength of our
Social Infrastructure business segment. We are moving forward in our
e orts to globally expand our businesses. To  exibly cope with the risks
presented by any large  uctuations in foreign currency exchange rates,
we are building a system of “out-out,” that is, we are both manufacturing
and selling outside of Japan. With these measures, we will strengthen
our cost competitive power globally while strengthening our
production, procurement and sales organizations. Moreover, by skillfully
balancing selling and buying in foreign currencies, we are keeping the
e ects of currency exchange  uctuations to a minimum.
The key to breaking out of the present business situation in Japan
of a shrinking market and decreasing demand is to take advantage of
global growth, especially in the emerging economies. By accelerating
global business development and gaining a strong foothold in the
markets where further growth can be expected, we will aggressively
pursue these business opportunities.
Q7
utilize cutting-edge technologies such as glasses-free 3D image processing and higher resolution image-display
technologies (4K2K). By further expanding our TV business in emerging economies where Toshiba is increasing
its market share through our “Power TV series,” we are aiming to return to the black in the latter half of FY2012.
In addition, in our TVs, PCs and other mobile devices, we will move forward by applying common
platforms, offering new enhanced fusion products and services in each category and maximizing synergies
through integrating technologies, commonly using parts and components, sharing sales networks, and
developing “local- t” products that match regional needs so as to further strengthen our products and services
so that they meet customers’ desires.
An Interview with the President
11
TOSHIBA Annual Report 2012