Mitsubishi 2000 Annual Report Download - page 10

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Execution of the RM2001 "Toward Profitability" mid-term
management plan, announced in November 1998, has real-
ized substantial reductions in break-even volume, and en-
abled most fiscal 1999 targets to be met and, in some cases,
actually exceeded. Since the introduction of RM2001, the au-
tomotive industry has undergone major regrouping and other
substantive changes. Environmental issues, globalization of
management, technological innovation and the rapid advance
of the Information Age have been accompanied by global
changes in the paradigms governing development, procure-
ment and production.
Inheriting the restructuring and efficiency-elevating thrust of
RM2001 and allowing for the synergies expected from glob-
al alliances, Heart-Beat 21 now adds strategies designed for
growth. The new plan also provides a blueprint for the com-
pany to build up its corporate brand and to become more
market-oriented in its management and operations
■Aims & targets
MMC's foremost target under Heart-Beat 21 is to increase
corporate value. This to be achieved by giving top priority to
customers and shareholders and through the implementation
of cashflow-based management principles. The company
Heart-Beat 21 mid-term management plan
Heart-Beat 21
8
The successful implementation of RM2001 and the recent forging of powerful global al-
liances means that MMC is now fully connected and can meaningfully start to seek growth.
To take it through to fiscal 2003, MMC has initiated the new Heart-Beat 21 management
plan that provides a roadmap for the company as it seeks to rapidly transform into a prof-
itable and meaningful player in the early 21st century.