Jvckenwood Corporation · TSE:6632
Jvckenwood — Investor Presentation (February 2018)
17 slides from Jvckenwood's investor presentation, Feb 1, 2018
Slide 1: Progress and Revision of the Mid- to Long-Term Management Plan Vision 2020
Translation for Reference Only Progress and Revision of the Mid- to Long-Term Management Plan “Vision 2020” February 1, 2018 JVCKENWOOD Corporation Copyright © 2018 JVCKENWOOD Corporation. All rights reserved.
Slide 2: Current Status Toward Targets Under Vision 2020
Current Status Toward Targets Under Vision 2020 The full-year earnings forecast fell below the targets for FY2017 under Vision 2020, but the Company will maintain the basic policy of Vision 2020 and work toward achieving ROE of 10% in the final year of the plan. Both operating income and ROE for F
Slide 3: Status of Revenue Composition by Customers' Industry Sector
Status of Revenue Composition by Customers’ Industry Sector A rapid transformation of revenue composition toward achieving the targets for FY2020. FY2017: Revenue in the AM Sector grew faster than the plan due to growth in the OEM Business including dealer installed option business, and the net sa
Slide 4: Review of Progress in Each Sector
Review of Progress in Each Sector – Variance Between Expectations at the Time of Formulating the Plan (May 18, 2015) and the Current Expectations by Sector ■Automotive Sector Exceeded the targets as a result of the intensive investment. Firmly maintained our market position in the aftermarket and cr
Slide 5: Action Policy Toward Target Achievement
Action Policy Toward Target Achievement ■ Action items to be kept unchanged from the action policy for Vision 2020 Initiatives designed to achieve evolution from a conventional manufacturer/distributor to a customer value creator that provides solutions to customers’ issues. Promote development of
Slide 6: Progress of Basic Strategy by Customers' Industry Sector
Progress of Basic Strategy by Customers’ Industry Sector Shifting from intensive investment in the AM Sector to well- balanced investment in business fields with promise for growth. Vision 2020 (2015) Revised Vision 2020 (2017) Customer New Industry Sector Basic Strategy Level of Opportunity Investm
Slide 7: Making Well-Balanced Investment in Business Fields with Promise for Growth
Making Well-Balanced Investment in Business Fields with Promise for Growth Automotive Sector Continue to make investments, albeit in different areas, to strengthen the in-vehicle equipment business and the OEM Business. Public Service Sector Make investments for a transition to IP and solution-b
Slide 8: AM Sector as a Growth-Leading Business: Review of Growth Strategies
AM Sector as a Growth-Leading Business: Review of Growth Strategies The AM Sector as a whole achieved steady growth due to the contribution from rapid growth in the OEM Business through intensive investment and from the domestic Aftermarket Business. The Aftermarket Business maintained higher reve
Slide 9: AM Sector: Growth Strategy
AM Sector: Growth Strategy for the Future Make investments for strengthening the in-vehicle optical device-related business and expanding customer base in anticipation of greater demand for in-vehicle optical devices following the transition to self-driving vehicles and connected vehicle technologie
Slide 10: PS Sector: Growth Strategies (Communications Systems Business)
PS Sector: Growth Strategies for the Future (Communications Systems Business) With an eye on the transition to IP and service-based business occurring in the communications industry, aim to shift away from business operations centered on sales of radio terminals to the provision of total system solu
Slide 11: PS Sector: Growth Strategies (Communications Systems Business)
PS Sector: Growth Strategies for the Future (Communications Systems Business) Accelerating the shift to IP-based solutions by strengthening cooperation with subsidiaries and through M&A toward expansion of business domains. Promoting the integration of business between Zetron and EF Johnson, our sub
Slide 12: PS Sector: Growth Strategies (Healthcare Business)
PS Sector: Growth Strategies for the Future (Healthcare Business) Venturing into new business fields based on our medical monitor display solutions business by utilizing our technologies. Blood diagnostic solution Promoting the development of a Medical monitor solution that enables early detection o
Slide 13: PS Sector: Growth Strategy (Healthcare Business)
PS Sector: Growth Strategy for the Future (Healthcare Business) Venturing into the OR* visual/information system solution business. Exhibited at HOSPEX Japan 2017 through collaboration with Rein Medical (Germany). Making efforts to move into the OR system solution market and commercialize solutions.
Slide 14: MS Sector: Growth Strategies
MS Sector: Growth Strategies for the Future Creating new markets by utilizing our technologies and assets (brands). Accelerating the shift toward the provision of solutions. New market creation: EXOFIELD Shift toward provision of solutions/ Released EXOFIELD and WiZMUSIC, the technical applicati
Slide 15: Management Strategies that Incorporate Both Business Strategies and Sustainability
Management Strategies that Incorporate Both Business Strategies and Sustainability Aim to achieve the eight priority goals, extracted from among the 17 goals of the Sustainable Development Goals (SDGs) adopted by the United Nations General Assembly in September 2015, through our corporate and busi
Slide 16: Efforts for Solving Social Issues through Business Activities
Efforts for Solving Social Issues through Business Activities Aim to achieve profitable growth by linking our businesses with achievement of SDGs Issue of creating a Issue of creating a secure and comfortable secure, comfortable society and convenient society Framework for solving social Issue of is
Slide 17: Forward-looking statements and risk factors
The expressions contained in this presentation referring to the Company's future plans, intentions and expectations are categorized as future forecast statements. Such statements reflect management expectations of future events, and accordingly, are inherently susceptible to risk, uncertainty and ot