Ricoh 2014 Annual Report Download - page 14

Download and view the complete annual report

Please find page 14 of the 2014 Ricoh 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 106

  • 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
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106

Ricoh Group Sustainability Report 201413
Q: Please describe the business strategies
under the 18th MTP.
The rst of the two basic strategies is to reinforce
and develop earning power for core businesses. To
do this, we will rst enhance the performance of
products, such as MFPs and printers, and sharpen
cost competitiveness to increase market share. At
the same time, we will cultivate sales through new
channels to expand market presence. In addition,
we aim to establish a new prot model for growth
in our core businesses, by enhancing our value of
managed document services (MDS) and IT services,
and by enriching our visual communication offer-
ings. Meanwhile, in emerging markets, we will
acquire a larger earning capability by reinforcing our
sales and marketing structure and accelerating
investment in products and services geared to
regional requirements.
The second basic strategy is to achieve growth
by creating new pillars of business. Here, our focus
will be on three growth domains—commercial
printing business, industrial business, and consumer
business—and we will strive to anticipate customer
needs and create new value for them. We will
steadily pursue new business opportunities and
develop then into complementary pillars of corpo-
rate growth.
In addition to these efforts, we are keen to
tackle three more areas in new markets where our
strengths can be put to good use. These markets
are based on megatrends that prevailed when our
future ideal was envisioned. Specically, we will
undertake strategic investment in smart sensing,
which keeps society safe and secure, visual revolu-
tion, which extends the range of human senses, and
additive manufacturing, i.e., commercial 3-D printing.
These investments will fuel the development of new
business pursuits and build businesses for the
future. P.21, 27