Oki 2006 Annual Report Download - page 13

systems in place that can adapt to market trends and flexibly implement product planning and
development. In the business for telecom carriers, for example, we will build a technological
development organization that responds to the NGN*2. Product planning for semiconductors
is also being strengthened as we re-orient our organizational structure to direct business
quickly.
*2. NGN: Next-Generation Network
Strengthening Marketing and Sales Skills
In order to increase profitability, we are strengthening our marketing and sales activities and
putting a system in place that will respond strongly and flexibly to changes in the marketplace.
We plan to expand our indirect marketing channels for mechatronics, triple play and other
competitive products.
3. Increasing Profitability through Expansion of New Businesses
Emphasis in new business is being placed on achieving greater profit generation in services
and software business activities, expanding overseas business and speeding up the creation
of new cross-segment businesses.
In the field of services and software business, we focus on providing services and software,
with which Oki accumulates, utilizes and increases business know-how for our customers,
enabling them to concentrate on their own businesses.
In addition to its existing activities overseas in printers and semiconductors, the Oki
Group’s technologies and products of its Info-Telecom Systems segment that is strong in
Japan will also be the focus of overseas growth. In particular, a speedy and nimble response
to market needs in China as it experiences record growth has led Oki to begin transferring
some operations from Japan to China to build a solid structure for further expansion.
New business activities will be created from projects that link various activities and har-
ness the strengths of the Group, accelerating the start-up of businesses in areas of ubiquitous
networks and ubiquitous services. We are increasing the number of our internal venture com-
panies and venture units to accelerate the creation of new businesses.
Through revamping its business structure, the Oki Group aims to achieve global recognition
as a key player in the e-Society in this changing era. As part of this process, we have set a
long-term objective of increasing the ratio of our overseas sales from the current 30% to 50%
by the fiscal year ending March 31, 2011.
Being conscious of the increased responsibilities that accrue with our evolution as a global
enterprise, which must be seen from a global and long-term perspective, the Oki Group’s posi-
tion on its social responsibilities are based on Oki’s mission and were formulated in the Oki
Group Charter of Corporate Conduct in October 2005.
By uniting the Oki Group’s wisdom and know-how, we will continue to work toward achieving
our corporate vision, “Oki, Network Solutions for a Global Society,” which is oriented toward
the coming ubiquitous service society.
Katsumasa Shinozuka
President and Chief Executive Officer
Oki Electric Industry Co., Ltd. 