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Utilizing M&A and alliances
centered on X-ray inspection
and non-contact sensor 3D
metrology systems to expand
business scale and elds
Expand application software
development capabilities in
addition to hardware sales to
evolve into a business that
provides solutions
Business Strategies for Medium-Term
Management Plan Update
26 NIKON REPORT 2015
Masao Nakajima
Senior Vice President
General Manager of Industrial Metrology Business Unit
We are changing our business model from the existing
business, which focuses on the sale of hardware,
to a business that provides solutions, aiming to create
unprecedented new products and services.
Industrial Metrology Business Unit
Instruments Business
Q How would you sum up the scal year ended March 31, 2015?
In the past few years, the Instruments Business has continually recorded business
losses, but in the scal year ended March 31, 2015, the business succeeded in
returning to prot for the rst time since the scal year ended March 31, 2008, and
within the business, the Industrial Metrology Business Unit realized a prot on its own.
There are several reasons for this success, but I believe the main reason was the effect
of the corporate structural reorganization. Previously, the current Microscope Solutions
Business Unit and the Industrial Metrology Business Unit were one organization, but
following the June 2014 corporate realignment they both became independent units.
All the employees assigned to the Industrial Metrology Business Unit had to achieve a
prot entirely from their own efforts, and there was a very strong awareness of this
mission. The business targets set at the beginning of the scal year were very high, but
we achieved results that improved on those targets across the board. At the same time,
I believe another major factor was our ability to hold down selling, general and admin-
istrative expenses due to the progress made with cost reductions.
We rapidly targeted the needs of customers in the electronic component and auto-
motive industries, and ahead of schedule we sold several products that had not even
been planned to be launched in the scal year ended March 31, 2015. Generally,
underperforming businesses are prone to a state of contracted equilibrium, including
the implementation of budget cuts, but we focused on investment and boldly allocated
management resources where we thought they were needed. Growing customer
demand was skillfully captured, and we were able to turn that demand into sales.
Going forward, while diligently capturing customer needs, we will invest management
resources in targeted areas and link those resources to the maximization of prot.
Q Please tell us about your initiatives under the Medium-Term
Management Plan Update.
We are making progress in shifting from the existing business, which focuses on the
Message
Overview of Divisions and Business Units