Canon 2015 Annual Report Download - page 9

Download and view the complete annual report

Please find page 9 of the 2015 Canon 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 92

  • 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

CANON ANNUAL REPORT 2015 77
Digital printed packaging suitable for fl exible, small-lot production
runs of varied products with rapid turnaround times (Canon EXPO
2015 Tokyo exhibition)
Automated processes for digital camera production have been
adopted at Oita Canon Inc. (Japan)
through the use of common parts and in-house production.
Leveraging these advantages, we will position our produc-
tion bases in Japan as “mother factories” that mainly manu-
facture high-end models and further adopt automation and
other advanced production engineering technologies. In addi-
tion to boosting productivity through automated produc-
tion systems and adopting such next-generation technologies
as the IoT and artifi cial intelligence, we are establishing new
production systems through the combination of such power-
ful Canon manufacturing tools as Mixed Reality (MR) systems,
3D printers and machine vision. Meanwhile, our overseas
production bases will be responsible for the mass produc-
tion of mid- and low-priced products, and we will review the
earnings structure of these bases and adapt accordingly to
changes in such factors as labor costs, currency trends and
corporate taxes in pursuit of comprehensive cost reductions.
Strategy 2
Reinforce and expand new businesses while
creating future businesses
At Canon, in order to achieve sustainable growth, we are shift-
ing our focus to fi elds in which we can achieve greater growth.
As one of the initiatives we are undertaking toward this end, we
are creating and expanding new businesses by accelerating the
lateral expansion of existing businesses. We are also focusing
our energies on strengthening and expanding the new growth
engines that we acquired through M&A activities in such areas
as commercial printing and network camera systems. In the life
sciences fi eld, we seek to commercialize DNA diagnostic equip-
ment. In this way, we are concentrating management resources
in promising growth areas and will supplement these with M&A
activities aimed at accelerating business expansion.
Strategy 3
Restructure global sales network in
accordance with market changes
We are working to expand sales in response to the major
changes that distribution markets are undergoing in the cur-
rent age of IT. We plan to review existing sales organizations
and accelerate a shift to omni-channel marketing that uti-
lizes the strengths of both online and brick-and-mortar sales
routes while reinforcing direct communication with custom-
ers. Furthermore, to get ahead in the IoT era, we are focused
on strengthening and expanding solutions-driven businesses
with the aim of solving issues faced by customers.
Meanwhile, with regard to regional expansion, we will
swiftly develop sales networks not only in China and India,
but also in other areas with future growth potential, such as
ASEAN countries and Africa, while continuing our efforts to
cultivate markets in emerging countries.