Becoming a Top 100 Global Company
In 2006, Canon began Phase III of its Excellent Global Corporation Plan. During Phase III, we intend to achieve sound growth by steadily advancing innovation, taking into account such trends as ongoing economic globalization and the worldwide spread of broadband networks, while enhancing the sound profit structure and financial balance we have established over the past decade. To this end, we have established five key strategies through which we aim to become a top 100 company globally in terms of all key management indicators by 2010.
Achieving further expansion in our existing core businesses will drive us toward our Phase III objective of sound growth. In our aim to capture or maintain the No. 1 position worldwide for all existing business areas, we will focus more intensively on the development of key devices and components, which are essential determiners of product performance, and reinforce platform technologies. At the same time, we are preparing to commercialize SEDs*, organic LED displays, and projection displays.
Realizing more than ever the importance of product quality, we will redouble efforts to improve the quality of the ever-increasing number of Canon products launched to markets worldwide to prevent any situation that could irrevocably damage our brand image, which we have carefully nurtured over many years.
* SED: Surface-conduction Electron-emitter Display
55-inch SED prototype attracts attention at CEATEC JAPAN 2006
Organic LED prototype
As demand for Canon products continues to expand, we realize that strengthening product performance and developing production systems that improve the cost of sales ratio are essential to maintaining a competitive edge in the global market.
Canon is working to automate production by integrating product development, production engineering, and manufacturing know-how. We have already begun seeing the benefits of an automated toner cartridge assembly system, and we will persevere in our efforts to achieve full automation.
We are also making efforts to evolve the cell production system utilized at all of our production facilities worldwide, including logistical improvements aimed at reducing inventories and lessening our environmental impact. Moreover, by sharing 3D CAD data throughout the Company we are building an efficient SCM system that uses IT to link all processes, from development to manufacturing and sales.
Automated production of toner cartridges
Automated production of ink cartridges
Canon is pursuing diversification to ensure sound growth.
Canon entered the digital commercial print (POD) market as a new business area with the launch of the imagePRESS series of production color printing systems, and in 2007 we plan to expand our presence in the commercial large-format printer market.
Companies throughout the Canon Group are also growing independent businesses. For example, Canon Finetech Inc. has begun manufacturing its own monochrome MFPs, while Canon Electronics Inc. is pursuing M&A activities as part of its development of an information security business.
Our regional marketing headquarters in Europe and the United States are effectively employing their human resources and capital to develop independent new businesses that make the most of regional characteristics and technical expertise, producing unique products to export all around the world.
An imagePRESS digital color production
A Canon large-format inkjet printer
Canon’s business activities grow increasingly diverse as it works to continue contributing to society through technological innovation. We are constantly on the lookout for new business domains that hinge on our proprietary technologies.
To this end, in 2004 we established the New Business Domain Committee, which explores new fields of business for development beyond 2010. As an example, Canon aims to establish a business in medical-related fields by further cultivating and expanding the advanced imaging technologies the company has accumulated over many years. We are also pursuing research in the fields of robotics and safety assurance.
With regard to R&D activities, we are actively engaged in basic research and leading-edge technical development at our leading-edge technology research center in Tokyo, completed in 2005. We are also expanding our participation in global research projects, strengthening academic/industry collaborations through partnerships with such world-leading universities and research institutes as Stanford University, Tokyo Institute of Technology, and Kyoto University.
Collaborative research at Massachusetts Institute of Technology (MIT) in the United States
Developing a DNA chip
In keeping with Canon’s founding principle of the “Three Selfs,” and as befits a Truly Excellent Global Company, Canon focuses on nurturing strong, autonomous business professionals that are trusted by society.
In May 2006, we established the Canon Global Management Institute in Tokyo as a training facility for future Group executives. Our aim is to cultivate insightful global leaders and business managers who actively contribute not only to progress at Canon, but also to the business world and society as a whole.
On another front, we proactively train service personnel and production engineers at Group companies throughout the world, developing a professional cadre that will drive our growth.
Recognizing the fact that a company’s social responsibilities grow in proportion to the scale of its expansion, we are enhancing our compliance and corporate governance training through various means.
The Canon Global Management Institute
Service training at Canon China
