Yamaha 2011 Annual Report Download - page 25

23
Annual Report 2011
In emerging countries other than China, we have focused our
marketing efforts on the top 30 countries with the goal of achiev-
ing sales of ¥65 billion by fiscal 2015 (and sales of ¥59 billion by
fiscal 2013). To help us achieve this goal, we have fortified our
ability to respond to customers, expanded sales channels in exist-
ing markets, and reinforced our marketing bases in such devel-
oping markets as Russia and India. As a further step, we launched
products tailored to individual markets, developed more Yamaha
Music Schools and spread music education in schools.
As a result, the Group achieved double-digit sales growth
in all key markets, including Brazil, Russia, and India in fiscal 2011,
pushing net sales up 8%, to ¥54.8 billion.
In emerging markets, the degree of market development
and the proportion of products tailored to local market needs
vary depending on the country’s culture and economic condi-
tions. That said, we are aware of the opportunities for growth
that these markets offer. With our sights set on sustained double-
digit growth, we will continue to develop growth strategies that
include both, 1) supplying products that are appropriate to local
markets and, 2) strengthening our sales network.
Interview with the President
What is Yamaha doing in emerging countries other than China?
Q
A
3-Year Growth Targets
FY2010.3–FY2013.3
30 Key Countries and Regions for Achieving Sales of ¥65.0 billion
Growth rate
(Local sales basis)
Korea 114%
Taiwan 111%
Singapore 114%
Malaysia 134%
Indonesia 146%
Thailand 122%
India 199%
Middle East/CIS/Africa 126%
Latin America 123%
Mexico 119%
Brazil 140%
Australia 114%
Russia 158%
Other Asia-Pacific 114%
The Yamaha Group strategy for manufacturing is centered on the
“Made in Yamaha” concept of ensuring Yamaha quality standards
in whichever factory the product is produced.
“Made in Yamaha” is Yamaha’s manufacturing concept
in which the company of origin is the key factor in a product,
rather than the country where the product is made. In YMP125,
under this basic concept, we have reorganized our manufactur-
ing bases by redefining the roles played by our three bases that
produce musical instruments and professional audio equipment
in Japan, China and Indonesia.
In more specific terms, we will fortify our manufacturing
structure to help raise overseas factory capabilities by positioning
Japan not just as a manufacturing base, but rather as the core
base responsible for manufacturing technology development,
the passing on of skills to younger workers, and personnel train-
ing. At the same time, we will raise profitability through business
restructuring and continuous improvement activities. Factories
in China and Indonesia will further strengthen their manufactur-
ing capabilities as the Yamaha Group’s primary mass-production
facilities by reducing costs through local material procurement
and overseas parts production.
Let’s take the example of our piano manufacturing
structure. In August 2010, we completed the integration of the
Headquarter (Hamamatsu) Factory’s grand piano manufacturing
What are your plans for building an optimal manufacturing structure to meet
demand trends?
Q
A