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23
NIKON REPORT 2015
interchangeable lenses. Even though the market is shrinking in terms of scale, we will
implement three measures to raise our prot margin and rmly secure prot.
First, with regard to our products, as for digital SLR cameras and interchangeable
lenses that are the sources of our earnings, we will make further improvements to their
basic functions and bring about ongoing product evolution. I am not satised with the
current situation for our Nikon 1 advanced cameras–interchangeable lens type. We are
planning to reactivate the market and expand our share by launching new models. With
regard to compact digital cameras, I would like to generate value that the photography
functions of smart devices are incapable of providing. For example, the high-value-added
COOLPIX P900, equipped with an 83x optical zoom lens, was launched in the spring of
2015 and has exceeded our sales expectations, so we have increased production.
Secondly, we will enforce our Customer Relationship Management (CRM). This
policy is centered on an approach we have called Customer Lifecycle Management
(CLM), which emphasizes enhanced contact with the customer from the purchase of
Nikon products throughout their life cycle. Over the past 10 years, Nikon has accumu-
lated data from its sales of around 200 million products. We have recently established
an organization within the Imaging Business Unit to promote the utilization of this big
data. We will utilize big data, analyze how that data will ll the gap between the
products sold now and the new concept products we should be aiming for, and promote
initiatives that will leverage the results of those analyses in development and design.
The third measure involves further tapping into and developing markets. The eco-
nomic situation in such countries as Brazil and Russia is expected to remain unstable,
but, on the other hand, burgeoning demand is expected in India and the Middle East.
In India, in particular, Nikon has become No. 1 in terms of its market share in digital
SLR cameras by actively expanding its sales channels and thoroughly addressing
locally based marketing. I would like to apply initiatives modeled on those efforts in
India to other countries and regions.
Q What will be the key points of the Imaging Products Business
strategy to make great strides in the years ahead?
Nikon’s cameras possess well-established brand power, and it is our mission over the
next 100 or 200 years to continue maintaining this brand power. The current camera
market is shrinking, but that is precisely the reason why we will treat a difcult situa-
tion as an opportunity, and it is imperative that the Imaging Business Unit work as one
to launch new, attractive, and distinctively Nikon products. To that end, I will clearly
indicate the goals to be attained and share in realizing them with the entire Imaging
Products Business Unit. In continuing to meet the expectations of all our stakeholders,
I would like to show ourselves as continuing to change and evolve.
Digital SLR camera Nikon D810
Compact digital camera COOLPIX P900
Advanced camera–interchangeable lens type Nikon
1 J5
Business Strategy