Isuzu 2012 Annual Report Download - page 10

8
Operating profit scale (JPY in Bil.)
FY06 FY07 FY08 FY09 FY11 FY12 FY13 FY14 FY15 FY16~FY10
Economy globally expanded Advanced countries are stagnant.
Emerging countries sustain growth.
Stabilization of income
/ financial position
Measures taken to cope
with economic crisis
▶ The Great East Japan Earthquake (3.11)
Global
financial
crisis
Change & Growth of Business Model
Mid-term Business Plan
90.7 107.0 109.6
21.7 11.0
88.2
Global Three
Core
Business
Organization
■ The mid-term
plan was successfully
attained
■ Preconditions were
largely changed:
however, profit was
secured
■ Address to expand our business regions and
stabilize our business structure, with a view to
the achievement in FY2016
Isuzu will always mean the best
A leader in transportation, commercial vehicles and
diesel engines, supporting our customers and
respecting the environment
Corporate Philosophy
Aiming at excellence in :
• Respect environment to meet social demand
• Maximize vehicle-operating-rate and minimize
life-cycle cost to meet customer’s needs
Isuzu’s Vision
Rise of Chinese,
Korean and Indian
manufacturers
Competition
Market needs
Environmental
Response
Financial deterioration
& economic
stagnation continued.
Advanced market
Risk of
overconcentration
in Japan
Supply chain
Domestic market
Expansion of
a product needs
Large increase
of product costs
Decrease in business
profitability
■ Develop “eco-friendly product” and “product meeting specific
needs of emerging market”
■ Set-up growth strategy for emerging market and maintain
business in advanced market
- Aggressive resources input to establish manufacturing operations
in emerging market
Direction
Basic Policy
“Expand Business Domain and Stabilize Business Structure”
Japan-based
Business Organization
Global Three Core
Business Organization
Advanced market
CV Business
Emerging market
CV Business LCV Business
CV Business
(Dom.+ Export)
LCV Business
Special Feature
Isuzu Motors Mid-term Business Plan, April 2011 to March 2014
“Aiming at excellence in respecting the environment to meet the demands of society, and
maximizing vehicle operating rates and minimizing life-cycle costs to meet customers’ needs.”
Position of Isuzu’s Mid-term
Business Plan
Since the announcement of Isuzu’s last
Mid-term Business Plan (August 2007), the
environment in which the Company operates
has undergone dramatic changes. These include
the global financial crisis sparked by the Lehman
Shock, the Great East Japan Earthquake,
stagnation in advanced countries and sustained
growth in emerging countries, intensifying
competition due to the rise of Chinese and
Korean manufacturers, energy issues, and
initiatives to reduce greenhouse gas emissions.
In response to changes such as these in the
environment, we created a new ”Mid-term
Business Plan” to create a Business Model for
Change and Growth to be achieve d in FY2016.
Corporate Philosophy and Vision
In this Mid-term Business Plan, we are
“Aiming at excellence in respecting the
environment to meet the demands of
society, and maximizing vehicle operating
rates and minimizing life-cycle costs to
meet customers’ needs.”
Mid-term Basic Policy
To enable us to “expand our business domain
and stabilize our business structure,” we have
identified the need to develop “eco-friendly
products” and “products meeting the specific
needs of emerging markets,” and to undertake
initiatives to set growth strategies for emerging
markets and maintaining our businesses in
advanced markets. In anticipation of FY2016, we
will establish and transition to a “Global Three
Core Business Organization” which includes the
CV (Commercial Vehicle) business for emerging
markets, in addition to the existing Japan-based
CV business and Thailand-centered LCV (Pick-up
and Pick-up derivative) business.