Canon 2007 Annual Report Download - page 13

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11
Overview of Phase II
Canon opened the 21st century with
Phase II, and set out to become No. 1
worldwide in all of its major areas of
business. Working from the solid
financial foundation realized in Phase
I, the Company bolstered the competi-
tiveness of its products—with core
products capturing top global market
share—and continued to enjoy contin-
uous growth in revenues.
At the close of Phase II in fiscal
2005, Canon’s consolidated net sales
amounted to ¥3,754.2 billion and net
income reached ¥384.1 billion.
Compared to results in fiscal 1995, the
year before the Excellent Global
Corporation Plan was implemented,
net sales surged 80.0% while net
income expanded sevenfold.
Goal of Phase III
Under Phase III of the Excellent Global
Corporation Plan, Canon aims to join
the global top 100 companies in
terms of all key performance indica-
tors. Having recorded continuous
growth since fiscal 2000, the
Company re-examined its 2010 target
for net sales and raised it from ¥5.5
trillion to ¥6 trillion.
To reach this new target, Canon
regards the efficient implementation
of the following five key strategies as
essential.
External Ratings
•Financial Times Global 500 (June 30/July 1, 2007 issue)
Market value ranking: 100
(7th in the Technology Hardware and Equipment category)
•FORTUNE Global 500 (July 23, 2007 issue)
Revenues ranking: 182
(6th in the Computers, Office Equipment category)
Profits ranking: 124
(3rd in the Computers, Office Equipment category)
•BusinessWeek “Best Global Brands” of 2007
(August 6, 2007 issue)
Ranking: 36
(4th among all Japanese companies)
FORTUNE Global 500 is a registered trademark of FORTUNE Magazine,
a division of Time Inc. in the United States of America.
1. Achieving the overwhelming No.1 position
worldwide in all current core businesses
2. Expanding business operations through
diversification
3. Identifying new business domains and
accumulating required technologies
4. Establishing new production systems to
sustain international competitiveness
5. Nurturing truly autonomous individuals
and promoting effective corporate reforms
5KEY STRATEGIES