Mid-Term Business Strategy - Alpine Electronics · Mid-term Business Strategy. 4) Business Plan....
Transcript of Mid-Term Business Strategy - Alpine Electronics · Mid-term Business Strategy. 4) Business Plan....
MidMid--Term Business StrategyTerm Business Strategy
CHALLENGE 30+Creation, Passion, Challenge
May 13th, 2010Director, Corporate Planning
Satoshi Soma
1
Contents
1. 2009FY Review1)
Revenue Analysis
2)
Offense and Defense3)
Awards from Market
2. Mid-term Business Strategy1)
Business Environment Change
2)
CHALLENGE 30+3)
Growth Strategy 4+1
4)
Business Plan
2
50
100
150
200
250
02FY 03FY 04FY 06FY
Net Sales[unit:¥billion]
10
05FY
Operating Profit[unit:¥billion]
222213
222
253 265265
Operating Profit moved into the black by strengthening company structure
07FY
252
1
08FY
196
88FY ListedTSE 2nd Sec.
¥74bln
91FY ListedTSE 1st Sec.
¥106bln
12.3 11.3 10.1 9.6 10.17.0
10.6
Net Sales OperatingProfit
09FY
168168
2
△△ ¥¥100 100 blnbln△△ 40%40%
0.20.2
2
1.2009FY Review1) Revenue Analysis
3
98
70
108
88
50
100
150
200
250
02FY 03FY 04FY 06FY
30
20
10
135
129129
12405FY
99
123
7866
156
30.0
17.6
22.4
28.7
135
19.1
222 213222
253 265265
123
Improved R&D investment efficiency and expanded Information & Communication Segment
129
29.3
07FY
252252
28.2
08FY
196196
InformationCommunication
Audio R&D
InformationCommunication
58%
Audio42%
09FY
168168
20.5
21Information
Communication51%
Audio49%
1.2009FY Review1) Revenue Analysis
Net Sales[unit:¥billion]
R&D costOperating Profit[unit:¥billion]
4
-200
0
20
40
60
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
Net Sales
100
-100
6360
40
32
0.3 0.7
△3.9△7.2
2008FY 2009FY
1
2.42.4 3.43.4
48484444
40403636
△0.8△0.8
△4.8△4.8
2
3
Slow but constant recovery1.2009FY Review
1) Revenue Analysis
Operation Profit/Loss
Net Sales[unit:¥billion]
Operating Profit[unit:¥billion]
5
Domestic Aftermarket increased revenue with a new biz model
X08 ”Perfect Fit” Increased revenue & expanded share
X08
+ Perfect Fit(Vehicle-specific Installation KIT)
=
13.713.7
5.8
(¥bln)
20092008
1. 2009FY Review2) Offence and Defense
3
2
1
2.4 times
2.4 times
Domestic AftermarketDomestic AftermarketInformation Communication RevenueInformation Communication Revenue
(Award from a Japanese newspaper)
6
Operating Profit/Loss Monthly BEPOperating Profit/Loss Monthly BEP
End of 08FYEnd of 08FY
09FY09FY
Accelerate CHALLENGE 30+
△0.8
△4.8
△10.6
20
18
15
13 13
BEP1Q1Q 2Q2Q 3Q3Q 4Q4Q
2.43.4
1
¥160bln Bottom Structure
2
1. 2009FY Review2) Offence and Defense
[unit:¥billion]
7
(Break Even Point)
Received Various Awards / High evaluation for Products & Systems
2009 Car Goods of the YearFirst one in Aftermarket : Camera system
X08 Awards from Newspapers & MagazineThe NIKKAN JIDOSHA AHINBUN / Auto Sound
2010 International CES Awards “Innovations Designs and Engineering Awards”
2009 Kakaku.com Product Award( Gold prize & silver prize )
1. 2009FY Review3) Awards from Market
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(百万台)
ALPINE Forecast
TraditionalHead Unit
Navigation
InformationCamera, Sensor
Display Audio
CECE
Device LinkDevice Link
ITSITS
9086
80 8390
98105
112118
124130
136143
151System Integration NeedsSystem Integration NeedsSystem Integration Needs
Business Domain : Vehicle infotainment market expands
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2. Mid-term Business Strategy1) Business Environment Change
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93
72
95
65
96
65
97
69
1119
72
13111
74
15214
75
17
3
17
75
19
4
20
75
21
4
24
73
22
5
29
72
24
6
34
70
26
7
40
68
28
7
48
0
50
100
150
07 08 09 10 11 12 13 14 15 16 17 18 19 20
(unit: million QTY)
9
BEP ¥18bln/mo
Completion of the bottom structure (defense) and Switch to the growth strategy (offense)
1
Realize Growth Strategies
Product Value Adding
Profitability structure to grow
BEP ¥ 13bln/mo
Drastically decreased B.E.P
2. Mid-term Business Strategy2) CHALLENGE 30+
2009FY 2010FY 2011FY
Establish the Bottom structure
220102010
ProfitProfit--earningearning
B.E.P.¥13 bln/moB.E.P.¥13 bln/mo
Product CostStructureReform
IndirectStructureReform
R&DStructureReform
Growth StrategyGrowth Strategy
20102010Profitability
BEP ¥ 14bln/mo
10
+
⑤ China & other emerging counties strategy
1New value creation as a car electronics specialist,
and growth in China market
Growth strategies 4+12. Mid-term Business Strategy3) Growth Strategy 4+1
② Alliance Strategy
①AVNCD* Strategy
④ Green Strategy
③Link Strategy
“Offense”Valuable ProductCreation
11AVNCD*: Audio Visual Navigation Communication Drive-assist
AVNCD Strategy
High-end AVNCD:Maintain strong sales and further expansion with new models
X088 : First one in the Market: 8" Display
(Display area 1.43 times to that of 7" display)
X08S:X08 SuccessorNew model launch in 10FYDomestic After market NAVI X08
2
"Perfect FIT""Perfect FIT"
2. Mid-term Business Strategy3) Growth Strategy 4+1
1
12
Utilize our own and others' technologies
Alliance Strategy
Alliances with outside companies depending on theme
DriveAssist
CommunicationContent
MAP DB CrossLicense
Collaboration with
Competitors
2
China Biz.
Elemental technology Green device
AcousticTechnology
Semi-Conductor
2. Mid-term Business Strategy3) Growth Strategy 4+1
1
13
Accelerate development of eco-friendly technology
Lower power consumption
Light weight Activity for Lighter weightActivity for Lighter weight
Lower power consumptionLower power consumption
Eco TechnologyEco TechnologySolution creationSolution creation
Green Strategy
■ ALPS Green Device- Inverter- Coil1
2
For ITSFor ITS::EV/HVEV/HV
■ Participate NAGASAKI EVITS Project
3
■ Working on 50%-lighter-weight and lower-power-consumption productex) Head unit, Amplifier
2. Mid-term Business Strategy3) Growth Strategy 4+1
14
Business plan reset
‘07
‘08
0
200
250
-5
0
5
10
15
‘11‘10
Restart to ¥200bln in 2012 with ¥10bln operating profit
150
20
196
252
7.06.0
8.0
▲10.610.6 ‘12
10.0
‘09
0.20.2
180180190190
200200
168
-10
1
2Operating
ProfitOperating
Profit
2. Mid-term Business Strategy4) Business Plan
Net Sales[unit:¥billion]
Operating Profit[unit:¥billion]
15