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8TOSHIBA CORPORATION GROWTH POLICIES THAT MAKE TOSHIBA A WINNER8TOSHIBA CORPORATION
Management innovation and maximization of management resources will support
Toshiba as it promotes forward-looking reforms. Through this approach, we will reach a
balance in our high-growth and stable-growth domains and take our place among other
high-profit companies.
GROWTH POLICIES THAT MAKE TOSHIBA A WINNER
Vision and Direction
Low growth around the world has gradual-
ly given way to the current state of global
stagnation. Seeking opportunity in adversi-
ty, Toshiba has used its 01 Action Plan to
promote concerted efforts to boost profit-
ability and to improve its financial
position. Launched in fiscal 2001, the Plan
has fostered vigorous reforms in Toshiba’s
business structure, achieved significant re-
ductions in procurement and fixed costs,
and supported an “asset-light” strategy that
has trimmed property and other assets.
Major Business Domains
Our recent mid-term business plan defines
three key business domains. The digital
products and electronic devices domains
are both high-growth areas; the first as a
source of the products of tomorrow, the
second of the key technologies that help to
realize them. In the social infrastructure do-
main, we expect to see continued stable
growth. Toshiba will promote expansion in
all of these domains by channeling manage-
ment resources into them, particularly the
high-growth domains.
Goals for Fiscal 2005
Our goal in digital products and electronic
devices is clear: a top-three position in
terms of sales in the world market in key
product areas. We will achieve this through
growth rates that surpass those of the mar-
ket, with the expectation of achieving
October 2003 Business Reorganization
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