Mitsubishi 2002 Annual Report Download - page 17

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15
Hideki Murata Executive General Manager
more precise regional sales management. We have also increased the number of field sales consultants
who support dealers to strengthen management control. We have systematized the methods for increasing
profits by taking all the best practices we have gleaned from the various sales companies and pilot schemes
from around Japan, analyzing the results to identify and codify profit improvement tools and related exper-
tise. We have incorporated all these methods into a manual. Regional managers and field sales consultants
are all being trained using this manual and have now begun introducing elements of the new plan in each of
the 14 areas.
We are confident that our plan to make every sales company in every area profitable by March 2004 will
work. In those areas that are not yet making money, we are also progressing with reconstruction of the sales
network in new organizations that transcend the traditional sales company structure. Work is well underway
to create a system that will ensure profitable operations in each area while delivering complete customer
satisfaction.
The main drivers of this reform effort are the sales companies themselves. We are harnessing the power
of these 230 firms across Japan to implement speedy change within the domestic MMC group. I believe they
are highly motivated to succeed and that we will see results forthcoming.
Our main aim in rebuilding domestic passenger car opera-
tions is raising profitability by better managing sales com-
panies. To this end, we are implementing various reforms
such as the introduction of an area manager system.
DOMESTIC SALES NETWORK
SPECIAL FEATURE—MANAGEMENT TALKS