Canon 2015 Annual Report Download - page 6

Excellent Global Corporation Plan
Phases I to IV (1996–2015)
CANON ANNUAL REPORT 2015
44
The Excellent Global Corporation Plan
Strengthened our
financial structure by
thoroughly eliminat-
ing wastefulness, with
production reforms
playing a major role,
based on changing our
mindset with a focus
on total optimization
and profitability.
Recognized the need
for digitalization
and raised product
competitiveness by
enhancing our devel-
opment infrastructure
and reinforcing key
components.
Strove to achieve “Sound
Growth,” seeking high
growth levels by estab-
lishing new businesses
while raising the profit-
ability of existing busi-
nesses. With the global
economy plunging into
the global recession,
shifted direction towards
“improving the quality of
management.”
Tackled again the
challenge of achieving
“Sound Growth”
through timely change
in advance of changes
in the times.
Slogan:
“Aiming for the Summit:
Speed & Sound
Growth”
Continued on
page 6
Next step
Phase I
1996–2000
Phase II
2001–2005
Phase III
2006–2010
Phase IV
2011–2015
Phase V
2016–2020
Canon launched the Excellent Global Corporation Plan in
1996 and, through four fi ve-year phases of the Plan (Phases
I through IV), we have reinforced our business foundation.
During Phase I, we stressed thorough cash-fl ow manage-
ment and signifi cantly boosted productivity through the
introduction of the cell production system and other mea-
sures. In Phase II, we fully digitalized our copying machine
and camera offerings and became an essentially debt-free
company. During Phase III, we effectively expanded business
in the printing and medical equipment sectors while actively
carrying out M&A activities.
And, in 2011, we embarked on Phase IV with the aim of
achieving sound growth. During this period, however, the
global economy faced a series of serious challenges, such
as economic stagnation in Europe in the wake of Greece’s
sovereign debt crisis and slowdowns in China and other
emerging markets. In response, we altered our original pol-
icy targeting scale expansion and focused instead on build-
ing up a strong fi nancial structure capable of withstanding
serious recessions. At the same time, we implemented two
major measures to reorient our businesses with a view to the
future. The fi rst of these was ensuring new growth potential
through the lateral expansion of existing businesses while
the second was successfully acquiring new growth busi-
nesses through active M&A activities.
The fi rst example of such lateral expansion of existing
businesses is the Cinema EOS System. Following its launch
in 2012, the lineup has revolutionized the motion picture
production industry and captured an overwhelming share of
the market with further growth expected in the eras of 4K
and 8K. As for our Inkjet Product Operations, we launched
a commercial photo printer and, through it, have developed
a photo book service that encompasses editing, processing
and bookbinding. Additional R&D achievements include the
creation of businesses in such fi elds as the machine vision
and professional-use display segments, which have highly
promising futures.
As for M&A activity, we made successful acquisitions in
three new growth sectors, the fi rst of which was commer-
cial printing. Océ was made a wholly owned subsidiary in
2013, thus opening the door to a new world of commercial
and package printing through high-speed printing systems.
The second was our entry into the network camera system