Yamaha 2015 Annual Report Download - page 13

Investing management resources in new growth strategies
To realize these growth strategies, the new MTP is to keep investment in existing businesses at the same level as the previous plan,
and calls for proactive investment in strategies for new growth totaling ¥130.0 billion.
Capital expenditure in existing businesses is to be held to ¥180.0 billion, the same level as under the previous plan, with an
additional ¥60.0 billion for investment in new growth strategies bringing the total to ¥240.0 billion. The plan for R&D expenses is for
a total of ¥350.0 billion, broken down as ¥280.0 billion for existing businesses and ¥70.0 billion for new growth strategies, to bring
about strategic growth that will lead to the next milestone.
Expanding the financial business to support
existing businesses
The Yamaha Motor Group has sales finance companies in the United
States and Canada, and we have begun full-fledged finance
operations to support existing businesses. We are strengthening our
operational foundation focusing on North America, and intend to
grow the business to have a receivables balance of ¥300.0 billion.
We will accelerate Yamaha Monozukuri and introduce 270 new models.
I believe the most important issues for increasing the earnings power of existing businesses are to strengthen our product
competitiveness by using the unique style of Yamaha Monozukuri while raising the quality of products and work, and increasing
brand power and earnings power. Under the previous plan, we released 250 new models during the three years to 2015. For the
new plan, we intend to bring 270 models to market. Yamaha’s emphasis on Monozukuri, which consists of the five key themes
GEN, Play & Sure, S-EX-Y, and Ties, enables us to deliver new products that embody the unique style of Yamaha to markets
around the world.
We will further globalize development and human resource management.
The Yamaha Motor Group is a global company with overseas sales accounting for roughly 90% of both total sales volume and
production volume for key products. In terms of globalizing development, our target is to have 35% of development in the
motorcycle business, including vehicle bodies and engines, carried out locally in three years. For the power products business, our
goal is for 70% local development for recreational vehicle (RV) bodies, and we aim to raise the share of local development of hulls
for watercraft (WV) and sports boats (SB) to 80% in the marine products business.
We will also transfer management functions overseas and are implementing training programs to cultivate local leaders, as
well as promoting diversity in human resources management by hiring and appointing non-Japanese staff and women to
management positions.
How will you strengthen the product competitiveness that underpins
the earnings power of existing businesses?
Can you tell us more about the global management being pursued under the new MTP?
Q4
Q5
A
A
Investing Management Resources in New Growth Strategies
Investments
2013-2015
Total
2016-2018
MTP
R&D Expenses
2013-2015
Total
2016-2018
MTP
Existing
Businesses
Growth
Strategies
186.7
600
240.0
180.0
251.9
350.0
70.0
280.0
(Billion ¥)
76.9
138.7
61.8
61.9
212.2
150.3
110.0
320.0
210.0
Balance of Finance Receivables
2012
Result
2015
Result
2018
MTP
North
America
Other
(Billion ¥)
NEW GROWTH, NEW MILESTONES
INTERVIEW
WITH THE PRESIDENT
Yamaha Motor Co., Ltd. 󱚈 Annual Report 2015 Yamaha Motor Co., Ltd. 󱚈 Annual Report 2015
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