Expanding Market Share in Key Markets and New Business Models
First written in FY2016. 14 of 29 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2022: 2 of 8 companies on the "Worse" side.
4 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「Under this plan, we will divide the period into a two-year first half, the "Transformation and Growth Period (structural reforms)," and a three-year second half, the "Growth Acceleration Period," and conduct flexible yet rigorous progress management in response to changes in the environment.」
The company has reorganized its previous growth-focused explanation into a two-stage plan under Medium-Term Management Plan 2030 for fiscal 2026 through fiscal 2030, centered on structural reforms in the first half and accelerated growth in the second half. - FY2026-H1AdvancedAnnual report
「Going forward, our Group will establish a complementary relationship between our automation solutions and Via Mechanics' high-precision drilling machines and ultra-precision laser processing machines, significantly expand our customer base in the semiconductor industry, and invest capital in high-value-added products, including drilling machines and laser processing machines.」
With the completion of the acquisition of Via Mechanics, the growth strategy combining automation and laser technologies with its semiconductor customer base has entered the execution phase following the company's conversion into a consolidated subsidiary. - FY2025AdvancedAnnual report
「Regarding the strategy of expanding into new fields through laser technology, we announced the acquisition of H&F Co., Ltd., which manufactures large press machines for the automotive industry, in January 2025, followed by the acquisition of Via Mechanics, Ltd., which develops drilling machines for semiconductor package substrates, in April of the same year.」
Regarding the growth strategy under the Medium-Term Management Plan 2025, the company has announced the acquisitions of 2 companies with laser technology and is pursuing business expansion into e-Mobility and semiconductors, as well as global manufacturing reforms. - FY2025-H1RestatedAnnual report
「Our Group has set out the long-term growth strategy "Long-Term Vision 2030" and, in May 2023, formulated and announced the three-year plan "Medium-Term Management Plan 2025" through fiscal 2025. Under this medium-term management plan, we are working toward sustained growth and increased corporate value through four basic strategic policies: ① achieving revenue of ¥400 billion and improving profitability, ② commencing activities under the long-term growth strategy, ③ implementing capital policies, including shareholder returns, and ④ strengthening ESG management and our organizational structure.」
The company reconfirms Long-Term Vision 2030, the Medium-Term Management Plan 2025, revenue of ¥400 billion, profitability improvements, long-term growth, capital policy and ESG as its four basic strategies. - FY2024AdvancedAnnual report
「Regarding the strategy of expanding into new fields through laser technology, we absorbed and merged Amada Weld Tech Co., Ltd., a consolidated subsidiary primarily engaged in laser micro-welding, in April 2024 to bring together Group resources and accelerate action, thereby integrating the laser business. Regarding global market expansion, we are successively introducing global strategic models tailored to the characteristics of markets around the world, while expanding local production and reducing costs through global sourcing.」
Regarding the long-term growth strategy under the Medium-Term Management Plan 2025, the company describes the specific execution stages of integrating the laser business, introducing global strategic models, expanding local production and pursuing global sourcing. - FY2024-Q2RestatedAnnual report
「Our Group has set out the long-term growth strategy "Long-Term Vision 2030" and, in May 2023, newly formulated and announced the "Medium-Term Management Plan 2025" through 2025. Under this medium-term management plan, we are working toward sustained growth and increased corporate value through four management strategies: ① achieving revenue of ¥400 billion and improving profitability, ② commencing activities under the long-term growth strategy, ③ implementing capital policies, including shareholder returns, and ④ strengthening ESG management and our organizational structure.」
The company reconfirms the Medium-Term Management Plan 2025, the ¥400 billion revenue target, profitability improvements, long-term growth, capital policy, and ESG and organizational strengthening as the four strategies under Long-Term Vision 2030. - FY2024-Q1RestatedAnnual report
「Our Group has set out the long-term growth strategy "Long-Term Vision 2030" and, in May 2023, newly formulated and announced the "Medium-Term Management Plan 2025" through 2025. Under this medium-term management plan, we are working toward sustained growth and increased corporate value through four management strategies: ① achieving net sales of ¥400 billion and improving profitability, ② commencing activities under the long-term growth strategy, ③ implementing capital policies, including shareholder returns, and ④ strengthening ESG management and our organizational structure.」
The company continues to implement the Medium-Term Management Plan 2025 as the execution plan for Long-Term Vision 2030, identifying four management strategies: sales and profitability, long-term growth, capital policy and ESG. - FY2023ReframedAnnual report
「In May 2023, we formulated and announced the three-year "Medium-Term Management Plan 2025" covering 2023 through 2025, with the slogan "Creating what does not yet exist with Amada," as a specific action plan for sustainable growth and increasing corporate value.」
As the execution phase of Long-Term Vision 2030, the company has newly positioned the three-year Medium-Term Management Plan 2025 for 2023 through 2025. - FY2022ReframedAnnual report
「Our Group has identified "growth strategy," "promotion of ESG" and "improvement of capital efficiency" as its three priority areas for achieving the "Long-Term Vision 2030." Within the growth strategy, we will promote the following three strategies as pillars to ensure the expansion of our business domains.」
The company has shifted from describing growth initiatives centered on Task321 to a framework that identifies growth strategy, ESG and capital efficiency as priority areas under Long-Term Vision 2030. - FY2021RaisedAnnual report
「• Investing in new businesses based on exploration of advanced technologies and pursuing alliances」
As means of implementing its growth strategy, the company explicitly identifies investment in new businesses based on advanced technologies and alliances, in addition to new business models and market development. - FY2021-Q3ReframedAnnual report
「Under these economic conditions, our Group is implementing an aggressive management strategy in anticipation of changes in the post-COVID-19 environment, including expanding our product lineup centered on lasers and bending, promoting automation, strengthening after-sales business through our IoT and V-factory offerings, establishing a digital sales structure and introducing IoT into manufacturing. We are also strengthening our earnings base through expense reductions and fundamental structural reforms.」
The company describes the addition of a digital sales structure, the introduction of IoT at manufacturing sites, expense reductions and fundamental structural reforms to its conventional growth initiatives as an aggressive management strategy looking beyond the post-COVID-19 environment. - FY2021-Q2ReframedAnnual report
「An aggressive management strategy looking beyond the post-COVID-19 environment, including promoting automation in response to changing user preferences, developing new sales proposals centered on Web promotion, and strengthening sales methods」
In addition to its conventional growth strategy, the company has broadened its strategic discussion to address the post-COVID-19 environment, centered on changing user preferences, Web promotion and new sales proposal methods. - FY2020ReframedAnnual report
「To address the needs of a new era, we will focus on materials and the products created from them, shifting our emphasis toward developing new processing technologies and methods. We believe that refining application technologies, such as programs and software that optimize customers' entire production processes, will lead to the creation of new value. Looking ahead to the future of manufacturing, we will also work to create businesses in unexplored fields while leveraging advanced technologies such as AI and IoT.」
In addition to the conventional growth strategy centered on the sales network, product strength and new businesses, the company has broadened its strategic discussion to cover new value creation through materials and products, processing technologies, applications, and AI and IoT. - FY2020-Q2RestatedAnnual report
「To achieve "Task321," we are making proactive strategic investments, expanding our sales network, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms.」
The company reconfirms strategic investments, sales network expansion, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the means of implementing Task321. - FY2020-Q1RestatedAnnual report
「To achieve "Task321," we are making proactive strategic investments, expanding our sales network, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms.」
The company reconfirms strategic investments, sales network expansion, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the means of implementing Task321. - FY2019AdvancedAnnual report
「To achieve "Task 321," we will make proactive strategic investments, expand our sales network, strengthen our products, implement a growth strategy through the establishment of new business models, promote manufacturing reforms integrating development and production, improve profitability and efficiency by building supply chain management (SCM) using IoT, and improve capital productivity through balance sheet reforms.」
In addition to repeating the means of implementing Task321, the company has undertaken specific measures, including new fiber laser products, the full-scale rollout of V-factory, domestic and overseas plant investments, the opening of technical centers and acquisitions. - FY2019-Q3RestatedAnnual report
「To achieve "Task321," we are making proactive strategic investments, expanding our sales network, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms.」
The company reconfirms strategic investments, sales network expansion, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the means of implementing Task321. - FY2019-Q2RestatedAnnual report
「To achieve "Task321," we are making proactive strategic investments, expanding our sales network, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms.」
The company reconfirms strategic investments, sales network expansion, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the means of implementing Task321. - FY2019-Q1RestatedAnnual report
「To achieve "Task321," we are making proactive strategic investments, expanding our sales network, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms.」
The company continues to set out strategic investments, sales network expansion, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the means of achieving Task321. - FY2018AdvancedAnnual report
「Opened a technical center in Poland and promoted demonstration-processing proposal-based sales in Eastern Europe」
Regarding the expansion of the sales network and proposal-based sales, the company states that it opened a technical center in Poland and pursued demonstration-processing proposal-based sales in Eastern Europe. - FY2018-Q3RestatedAnnual report
「As a new step toward becoming a 100-year company, our Group formulated the medium-term management plan "Task 321" for fiscal 2016 through fiscal 2020. To achieve "Task 321," we are making proactive strategic investments, expanding our sales network, strengthening our products, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms, thereby enhancing growth, profitability and capital efficiency.」
The company continues to set out strategic investments, its sales network and product strength, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the means of achieving Task 321. - FY2018-Q2RestatedAnnual report
「To achieve "Task 321," we are making proactive strategic investments, expanding our sales network, strengthening our products, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, improving profitability and efficiency by building supply chain management (SCM) using IoT, and improving capital productivity through balance sheet reforms.」
The company reconfirms its sales network, product strength, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the execution pillars of Task 321. - FY2018-Q1RestatedAnnual report
「To achieve "Task 321," we are making proactive strategic investments, expanding our sales network, strengthening our products, implementing a growth strategy through the establishment of new business models, promoting manufacturing reforms integrating development and production, and seeking further improvements in profitability and efficiency by building supply chain management (SCM) using IoT. At the same time, we are working to improve capital productivity through balance sheet reforms, thereby enhancing growth, profitability and capital efficiency.」
The company reconfirms its sales network, product strength, new businesses, manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the execution pillars of "Task 321." - FY2017RestatedAnnual report
「To achieve "Task 321," we will make proactive strategic investments, expand our sales network, strengthen our products, implement a growth strategy through the establishment of new business models, promote manufacturing reforms integrating development and production, improve profitability and efficiency by building supply chain management (SCM) using IoT, and improve capital productivity through balance sheet reforms.」
The company reconfirms its sales network, product strength, new businesses, development and manufacturing reforms, IoT-enabled SCM and balance sheet reforms as the main execution pillars of its growth strategy. - FY2017-Q3RestatedAnnual report
「Under these circumstances, in May last year our Group formulated the five-year medium-term management plan "TASK 3•2•1" and has been implementing a growth strategy based on two pillars: a business strategy centered on differentiated products, including lasers and automation, and services such as improving maintenance quality and providing preventive maintenance using IoT; and a regional strategy including expanding our market share overseas. We have also been implementing various measures to improve profitability, including manufacturing reforms integrating development and production.」
The company reconfirms a growth strategy combining differentiated products and services, overseas market share expansion and manufacturing reforms. - FY2017-Q2RestatedAnnual report
「Under these circumstances, in May this year our Group formulated the five-year medium-term management plan "TASK 3•2•1" and has been implementing a growth strategy based on two pillars: a business strategy centered on differentiated products, including lasers and automation, and services such as improving maintenance quality and providing preventive maintenance using IoT; and a regional strategy including expanding our market share overseas. We have also been implementing various measures to improve profitability, including manufacturing reforms integrating development and production.」
The company continues to implement a two-pillar growth strategy combining products and services, overseas market share expansion and manufacturing reforms. - FY2016First statedAnnual report
「To achieve "Task 321," we will implement a growth strategy centered on expanding market share in priority markets and establishing new business models, establish a strong earnings base through integrated development and manufacturing reforms, and improve capital productivity through balance sheet reforms.」
As the execution pillars of the medium-term plan, the company presents market share, new businesses, manufacturing reforms and balance sheet reforms as an integrated set of initiatives.