Saab 2012 Annual Report Download - page 22

18 SAAB ANNUAL REPORT 2012
Australia
Asia
Pasic
Africa
Americas
Sweden EU excl.
Sweden Other
Europe
0.3
1.9 1.2
1.1
4.5
8.8
0.4
4.9
5.2
1.3
1.8
2.8
4.6
8.7
2011 2012
S&S CombitechSDSAeronautics Dynamics EDS
4.6
5.7
1.4
1.0
4.3
6.4
4.3
3.4
3.4
6.0
4.8
6.1
2011 2012
PROFITABLE GROWTH
NEW BUSINESS AND STRENGTH-
ENED MARKET PRESENCE
Saab’s strategy is to focus on markets
where we can achieve growth by winning
market share and gaining a stronger posi-
tion. Strategic acquisitions and increased
local market presence are key elements of
the growth strategy.
During 2012 success was achieved with the receipt of several
major orders, including the Thai Navy’s order for the upgrade
of the combat management system for aircraft carrier H.T.M.S
Chakri Naruebet. Saab is now part of the Thai Navy’s three most
important vessels and, through connection to the Thai Air Force’s
Gripen and Erieye, capacity and resources can be used more
effectively.
Sweden took the decision during 2012 to acquire 40-60 next
generation Gripen aircraft, Gripen E. In 2011 Switzerland an-
nounced its interest in acquiring 22GripenE aircraft, contingent
upon parliamentary decisions. Hungary extended its Gripen
contract, and FMV placed an order for maintenance and updating
work on Gripen.
Several orders for Carl Gustaf, which is in demand in many
strategic markets, were received. Saab’s stronger position within
trafc management also produced results in the form of increased
sales.
Strategic acquisitions were made – Dutch trafc management
company HITT, Norwegian Bayes Risk Management – and new
international cooperations were established, including Pipavav
and QuEST in India. Read more about acquisitions and product
portfolio development on pages 20-21.
Priorities 2012
In an increasingly complex market, local presence and greater
business orientation are crucial in terms of winning more strategi-
cally important business – this applies to both military and civil
security solutions. In order to achieve the goal of an average
organic growth of 5 per cent over a business cycle, a new market
organisation with six prioritised market areas has been estab-
lished: Nordic & Baltic, Americas, Europe & Greater Middle East,
Sub-Saharan Africa, India, and Asia Pacic. The new organisation
has been operational since 1 January 2013.
The objective is to more effectively capture growth potential in
these key markets. For customers, this means that they have ac-
cess to more specialised skills and insight into the offering. At the
same time, efciency is improved through reduced duplication of
work, clearer division of responsibilities and the introduction of a
new, more focused business culture.
Priorities 2013-2016
Saab continuously evaluates and develops its business model
and offering in order to improve growth opportunities and prot-
ability.
In coming years we will ensure that the desired gearing effect is
achieved within the new international market organisation. Growth
opportunities through acquisitions in selected geographic markets
are also continuously evaluated. The goal is to further strengthen
Saab’s market position by running own operations in each market.
In this way, new business opportunities will be generated and
long-term customer relationships will be built.
Saab’s customers are looking for a long-term, nancially stable
partner that enjoys a high degree of condence on each market.
Saab currently holds a good position based on these criteria, but
will continue our efforts to increase condence in and awareness
of Saab and its operations.
Sales trend by market region, billion SEK Sales trend by business area, billion SEK