Olympus 2004 Annual Report Download - page 13

Download and view the complete annual report

Please find page 13 of the 2004 Olympus annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 58

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58

our business ways to solve customer problems
O LYMPUS 2 0 0 4 1 1
2 0 0 2 , which allo ws for efficient endo sco pic examinatio ns. The
usag e contract includes warranty and maintenance co sts in a
single packag e, and charg es are made o n a per use basis.
O lympus’ endo sco pe business has a 4 0 -year histo ry, and has
gro wn to a level o f approximately ¥2 1 7 billion in sales world-
wide. To g ro w further, ho wever, we believe that it is necessary
to provide economical added value. This means that the busi-
ness o f the Medical Systems G ro up is not just to sell things
straight o ut o f a box, but to be able to pro vide “usag e value”
by clarifying the management of inco me and expenditure in
acco rdance with the number of procedures.
Looking ahead, as Japanese hospitals pursue greater effi-
ciency in the care they pro vide fo llowing reform of the medical
care system, the demand for accurate and minimally invasive
endo sco pic examinations at these facilities will increase. This
system is already a part o f the co st per procedure (CPP) service
menus used in the U.S., acco unting fo r appro ximately 2 0 % of
sales in the g astro intestinal endo sco py field. W e can no lo nger
just sell pro ducts, but must also offer services that support the
intro ductio n of new equipment.
needs o f physicians, but also tho se o f ho spital administrators
and healthcare pro fessionals as a who le.
Fo r example, when a hospital purchases an endo sco pe,
securing the necessary budg et is o ften difficult. A manufacturer
realizes this is a capital investment for the ho spital, therefo re it
sho uld assume the burden o f securing the budg et and deter-
mining the mo st appro priate means o f purchase, while also
wo rking out the cost by figuring the cost acco unting, capacity
utilization, and o ther factors. Manufacturers can no lo nger sim-
ply sell equipment; they must change the way they do business
to include so lving customers’ pro blems.
Q.2:
Is the charge-per-endoscopic-procedure system also part
of this response to a changing business environment?
W hat is the LUCERA VPP system that was launched in
April 2004?
>VPP is the abbreviatio n fo r Value Per Pro cedure. Under this sys-
tem, we pro vide a hospital with the EVIS LUCERA, the latest
model endo sco pic video sco pe system, launched in Japan in late
オリンパス AR04 04.8.4 14:05 ページ 11