In order to rapidly deal with sudden changes in business environment, we settled on a new mid-term management plan covering three years from FY 2008 to FY 2010. In the plan, we focus on the following three goals; |
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■ Evolving into a financial service company
■ Coming at the top in the targeting business fields
■ Strengthening the profit foundation / Reforming the profit structure
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1. Evolving into a financial service (*1) company
Customer needs are more and more diversifying and complicated. A leasing company should be offering not only lease finance, but also a variety of services, such as rental, operating lease, and BPO (*2) service. Therefore, our group companies define as “financial service” the entire products and services that facilitate all the customer needs, including equipment installation and BPO service. We are aiming to evolve into a “financial service company” that meets rapidly changing customer needs and offers more value-added services.
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*1. financial service
*2. BPO (business process outsourcing)
To outsource a part of the company’s own operation handling (business process) to an outside supplier.
2. Coming at the top in the targeting business fields
We are aiming at the industry’s top in the important specialized fields. However, the core of our competence, such as small and midsize business-centered customer foundation and small-amount large-volume contracts, is not changing. Therefore, in the fields of clinics and small businesses that we excel at, we are aiming at the top level by using Ricoh Group’s infrastructure, alliance, and M&A.
- [Important Specialized Fields]
- · Medical or Welfare Fields
- · Printers and Machine Tools
- · Collecting Agent Service
3. Strengthening the profit foundation,
 Reforming the profit structure
In order to secure steady profits even in the face of interest rate hikes, we think it important to expand profits from such fees and commissions that are less susceptible to interest rate changes. So, we are targeting the ratio of financial service business to net operation profit at 20% from current 10%. Further, we enhance our capability to handle small-amount large-volume contracts that are the source of our competitiveness, promote integrating our operations, become No.1 in the industry in terms of productivity and efficiency by continuous process KAIZEN improvements, and thus make our efforts to enlarge profits steadily.
By enhancing our characteristics and strength, such as small and midsize business-centered customer foundation and small-amount large-volume contracts, we differentiate ourselves from others and evolve into a financial service company that offers most appropriate solutions to the customers' needs. |
Consolidated Results and Management Indices Targets
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