Panasonic Corporation (NYSE:PC)(TOKYO:6752)("Panasonic")
announced business policy for fiscal FY2013 on May 11, 2012. Based
on this business policy, the summary of strategies for nine domain
companies and one marketing sector is following:
1. AVC Networks Company
1-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 1,330.0 1,376.2
Operating Profit -72.5 55.2
1-2. FY2013 Business policy
Target to move back into the black and grow
further in the next mid-term (1) Current business
• Selection and concentration by focusing
on profitability
(2) New business
• Integrate core technology and IT to
build next generation business
1-3. Business strategy
(1) Restructure TV business
• Transform business management focusing
on from quantity to profitability
• Reduce fixed cost and downsize business
structure to fair size
1. TV set business
• Product
:Create competitive products on its strength
• Cost structure
:Thoroughly improve cost structure
• Restructuring
:Completion of domestic sites integration
and acceleration of overseas sites restructuring
2. Panel business
• Fixed cost reduction
:Downsize business structure to fair size
• Increase marginal profit ratio
:Transform business structure from TV to
non-TV products
(2) DSC
• Reestablish LUMIX brand
(3) BD recorder/ player
• Maintain top market share of BD
recorder
(4) Projector
• Target top market share on sales
amount
(5) Notebook PC
• Sustainably grow business in business
and mobile market
1-4. Towards further growth
• Restructure current business, strengthen
BtoB business and accelerate replacement of business portfolio
through creation of new businesses
• Transform ideas based on from hardware
to customer-oriented
• Create new value integrating our
strength and next generation technology
• Expand business in imaging, AV network,
business solution markets on 'Eco & Smart'
2. Appliances Company
2-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 1,114.6 1,145.0
Operating profit 61.3 80.0
2-2. Business Vision
Acceleration of global development and
expansion of business areas toward 'No.1 Green Innovation Company
in Appliances' by 2018
2-3. Focuses in FY2013
(1) Acceleration of global growth in BtoC
business (finished products)
• Acceleration of growth in BtoC business
mainly in emerging countries
• Achieving growth led by 3 main products
(air-conditioner, refrigerator and washing machine)
• Acceleration of global development in
small products which are related to health, beauty/grooming and
cooking
(2) Expansion of BtoB business (equipment and devices)
• Acceleration of global development in
large-size air conditioners and cold chain
• Business expansion in environmental and
energy fields
(3) Strengthening manufacturing ability which support competitive
products
• Strengthening core technology which
support next generation products
• Strengthening cost competitiveness
3. Global Consumer Marketing
Sector
3-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 2,384.0
2,385.0
3-2. Mission
Innovate our life as a challenger
3-3. FY2013 Growth strategy
(1) Product: Expand appliance business •
Increase appliance sales especially air-conditioning products •
Transform TV business to value-added products (2) Market: Emerging
countries • Expand market in middle income group and suburban area
• Create locally oriented products (3) Marketing: Further 'pull'
strategy • Strengthen overseas advertizing and branding
4. Automotive Systems
Company
4-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 653.2 720.0
Operating profit 4.9 18.0
4-2. Business policy
Contributing to the creation of a new motoring
society through electronics
4-3. Growth strategies
(1)
Global multimedia business
1. Audio
• Pursuing sound quality inside car
:ELS/Fender collaboration
2. Display
• Large screen information display/HMI
(Human machine interface) :cockpit system
3. Connectivity
• Compatible with smart-phones, using
application :mirror link/compatible with iPhone application
4. Navi
• Car navigation in new cars :software
collaboration with car manufacturers and regions
• Car navigation for self installment
:designing for each car model, strengthening PND line-ups
• Development of new markets (active
navigation)
(2)
New businesses (EV-related business)
• Transferring home environmental
technology such as 'saving-, storing- and creating- energy' for
houses to automobiles
• Appling technologies, evaluation and
verification which are used for electrical components to new
businesses
5. Industrial Devices
Company
5-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 1,404.6 1,420.0
Operating profit -16.6 40.0
5-2. Management vision
• Target
: Global No.1 device company
• Customer oriented
: Offer customer-oriented products
• Business targets
: Increase top market share product sales
ratio to more than 70%
Sustainable growth in sales
and profitability with double digit operating profit
5-3. Focuses in FY2013
(1) Semiconductor business
• Move back into the black
• Transform business from AV/system
LSI
(2) Optical device business
• Improve profitability
• Lead to thin product market
(3) Electronic component and electronic material businesses
• Create and expand core business
• Grow with new business
• Make profit with overseas business
expansion
(4) Core field expansion 1. Mobile product
• Increase mobile product sales focusing
on being thinner and more diversified
2. Eco friendly market
• Expand environmental infrastructure
market with our strength with EV and increase sales in eco friendly
products (EV and infrastructure)
5-4. Towards further growth
• Integrate core
technologies • Strengthen single business • Expand into new growing
areas
6. Energy Company
6-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 614.9 660.0
Operating profit -20.9 3.0
6-2. Mission
As a growth engine business in Panasonic
group, lead and contribute to become the `No.1 Green Innovation
Company` in the Electronics Industry
6-3. Business strategy
(1) Selection and concentration
• Positioning solar and lithium-ion
battery business (for consumer, eco-cars and storing battery) as
core businesses and deploying management resources
(2) Acceleration of global development
• Establishing global structures in
development, designing, procurement, manufacturing and
marketing
6-4. Growth strategies
(1) Solar • Targeting the residential sector,
where benefits of the high-conversion efficient HIT solar panels
can be fully utilized • Development of HIT and multi-crystal panels
for industrial market • Making full use of Panasonic Group sales
channels • Offering energy creation-storage coordination system •
Increasing cost competitiveness and expanding production capacity
in new factory in Malaysia • Further improvement of conversion
efficiency, acceleration of new generation HIT (2) Lithium-ion
battery 1. For consumer-use • Changing business structure and
improvement of cost competitiveness • Responding to market speedily
and business expansion through optimal supply 2. For eco-cars •
Developing proactive multi-direction approach strategy 3. For
storage battery • Expanding various areas from public and
industrial use to residential use
7. Systems & Communications
Company
7-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 840.8 900.0
Operating profit 17.3 24.0
7-2. Business policy
Aim for increases both in sales and
profitability based on 'strengthening product competitiveness' and
'expansion of solution business' (1) Main strategy for
communication business
• Focus on smart-phone business
thoroughly
• Expansion through solution
:strengthening overall net work system in BtoB market
(2) Main strategy in security business
• Expansion of product line-up for net
work security
• Expansion through solution
:infrastructure global expansion and strengthening cloud
business
(3) Sales increase in group products through solution
• Transferring 'comprehensive business
model' in Japan to overseas markets
(4) Overseas development of solutions
• Strengthening marketing mainly in U.S.,
Europe, Asia and China
(5) Strengthening profitability
• Expand solution business mainly in
overseas markets and increase profitability
8. Eco Solutions Company
8-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 1,525.8 1,600.0
Operating profit 58.9 60.0
8-2. Target
Expand global value chain and lead group wide
sales with comprehensive solution business
8-3. Focuses in FY2013
(1) Increase sales in environmental and energy
solution related products • Differentiate our products in order to
create comfortable space with energy saving electronic materials,
equipment, building material and home appliances and strong linking
technology (2) Accelerate global sales growth • Expand global
solution business broadening sales channels (3) Further increase
comprehensive solution business 1. '100 arrows' project 2.
Corporate project 3. Competitive product creation
9. Healthcare Company
9-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 133.6 139.8
Operating profit 8.8 9.1
9-2. Business vision
Contribute to healthy life
9-3. FY2013 Business policy
(1) Strengthen diagnostic agent • Expand sales
fully introducing next generation high accuracy sensors (2) Expand
overseas sales • Establish domain sales companies in the U.S.,
Europe and China (Ultracold freezer, CO2 incubator, automatic
tablet-packing machine) (3) Further grow with strong tie to
Biomedica and Medicom
9-4. Towards further growth in FY2016
(1) Expand global sales channel
• Strengthen tie to customers
• Establish business structure for
sustainable profit growth
(2) Start up new business
• Offer equipment for cellular therapy
• Expand in-hospital service robot
business
10. Manufacturing Solutions
Company
10-1. FY2012 Results, FY2013 Targets
(billion yen)
FY2012 Results FY2013 Targets Sales 159.8 186.0
Operating profit 25.1 29.0
10-2. Targets
(1) Mission (customer value) Contributing
development of global society with manufacturing solution (2)
Vision (target) • Targeting top-class share in the industry in main
products • Building strong management structure which can cope with
economic change
10-3. FY2013 Business plan
(1) Growth strategy • Strengthening main
businesses thoroughly (electronic component mounting,
welding/robot) • Expansion of business areas (new products,
developing new customers) (2) Global strategy • Improvement of cost
competitiveness (strengthening overseas locations – local
production for local consumption) • Sales expansion in emerging
countries (inland China, India, Eastern Europe, Brazil etc.) (3)
Strengthening management structure • Demonstration of synergies
Disclaimer
Regarding Forward-Looking Statements
This press release includes
forward-looking statements (within the meaning of Section 27A of
the U.S. Securities Act of 1933 and Section 21E of the U.S.
Securities Exchange Act of 1934) about Panasonic and its Group
companies (the Panasonic Group). To the extent that statements in
this press release do not relate to historical or current facts,
they constitute forward-looking statements. These forward-looking
statements are based on the current assumptions and beliefs of the
Panasonic Group in light of the information currently available to
it, and involve known and unknown risks, uncertainties and other
factors. Such risks, uncertainties and other factors may cause the
Panasonic Group's actual results, performance, achievements or
financial position to be materially different from any future
results, performance, achievements or financial position expressed
or implied by these forward-looking statements. Panasonic
undertakes no obligation to publicly update any forward-looking
statements after the date of this press release. Investors are
advised to consult any further disclosures by Panasonic in its
subsequent filings with the U.S. Securities and Exchange Commission
pursuant to the U.S. Securities Exchange Act of 1934 and its other
filings.
The risks, uncertainties and other factors
referred to above include, but are not limited to, economic
conditions, particularly consumer spending and corporate capital
expenditures in the United States, Europe, Japan, China and other
Asian countries; volatility in demand for electronic equipment and
components from business and industrial customers, as well as
consumers in many product and geographical markets; currency rate
fluctuations, notably between the yen, the U.S. dollar, the euro,
the Chinese yuan, Asian currencies and other currencies in which
the Panasonic Group operates businesses, or in which assets and
liabilities of the Panasonic Group are denominated; the possibility
of the Panasonic Group incurring additional costs of raising funds,
because of changes in the fund raising environment; the ability of
the Panasonic Group to respond to rapid technological changes and
changing consumer preferences with timely and cost-effective
introductions of new products in markets that are highly
competitive in terms of both price and technology; the possibility
of not achieving expected results on the alliances or mergers and
acquisitions including the business reorganization after the
acquisition of all shares of Panasonic Electric Works Co., Ltd. and
SANYO Electric Co., Ltd.; the ability of the Panasonic Group to
achieve its business objectives through joint ventures and other
collaborative agreements with other companies; the ability of the
Panasonic Group to maintain competitive strength in many product
and geographical areas; the possibility of incurring expenses
resulting from any defects in products or services of the Panasonic
Group; the possibility that the Panasonic Group may face
intellectual property infringement claims by third parties; current
and potential, direct and indirect restrictions imposed by other
countries over trade, manufacturing, labor and operations;
fluctuations in market prices of securities and other assets in
which the Panasonic Group has holdings or changes in valuation of
long-lived assets, including property, plant and equipment and
goodwill, deferred tax assets and uncertain tax positions; future
changes or revisions to accounting policies or accounting rules;
natural disasters including earthquakes, prevalence of infectious
diseases throughout the world and other events that may negatively
impact business activities of the Panasonic Group; as well as
direct or indirect adverse effects of the Great East Japan
Earthquake on the Panasonic Group in terms of, among others,
component procurement, manufacturing, distribution, economic
conditions in Japan including consumer spending and sales
activities overseas, and direct or indirect adverse effects of the
flooding in Thailand on the Panasonic Group in terms of, among
others, component procurement and manufacturing. The factors listed
above are not all-inclusive and further information is contained in
Panasonic's latest annual reports, Form 20-F, and any other reports
and documents which are on file with the U.S. Securities and
Exchange Commission.
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