Improving Customer Service

「日本においては営業体制再構築の効果が顕在化しつつあることなどによる受注の回復もあり、第１四半期に引き続き前年同期実績を上回る結果となりました。」

「日本の受注回復で工場稼働が高まり原価率が改善したほか、全地域で前年同期を上回りました。」

「日本　前期比94.9％の110億円 中国　前期比106.5％の249億円 東南アジア　前期比104.6％の20億円 欧米他　前期比106.9％の41億円」

「In our sales structure, we have established a customer center and are promoting greater efficiency in order processing.」

「Improving customer convenience through enhancements to the order-entry system and strengthening the customer follow-up structure.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020Plus," which began in April 2020, our group is addressing four key management issues: "establishing a five-region sales structure," "strengthening sales capabilities with a customer-focused perspective," "optimizing the global production structure and strengthening R&D," and "work-style reform and human-resource development." We are promoting a shift to high-value-added businesses and cost reductions, while focusing on restoring deteriorating business performance.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020Plus," which began in April 2020, our group is addressing four key management issues: "establishing a five-region sales structure," "strengthening sales capabilities with a customer-focused perspective," "optimizing the global production structure and strengthening R&D," and "work-style reform and human-resource development." We are promoting a shift to high-value-added businesses and cost reductions, while focusing on restoring deteriorating business performance.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020Plus," which began in April 2020, our group is addressing four key management issues: "establishing a five-region sales structure," "strengthening sales capabilities with a customer-focused perspective," "optimizing the global production structure and strengthening R&D," and "work-style reform and human-resource development." We are generating new momentum and seeing tangible results across all of these issues.」

「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development,” and has achieved results including the launch of new products aligned with customer needs.」

「Against this backdrop, the Group is addressing four key management priorities under the mid-term management plan “Value Creation 2020Plus,” which began in April 2020: “Establishing a five-region sales structure,” “Strengthening sales capabilities with a focus on customer needs,” “Optimizing the global production system and strengthening R&D,” and “Work-style reform and human resource development.” The Group is promoting a shift toward high-value-added businesses and cost reductions in an effort to put the Group back on a growth trajectory.」

「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group has brought together its founding “Punch Spirit” and has been pursuing 4 key management priorities: “Establishing a five-region sales structure,” “Improving customer service,” “Promoting high-profitability businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the commencement of operations at the US sales office, the start of semi-finished and finished product production at the Vietnam plant, and the Dalian plant expansion, are progressing steadily, but the challenging business environment has made achievement of the initial targets difficult.」

「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of operations at the U.S. sales base, the start of semi-finished and finished product production at the Vietnam factory, and the expansion of the Dalian factory, are making steady progress.」

「Against this backdrop, the Group has been addressing four key management priorities to achieve the objectives of the mid-term management plan “Value Creation 2020,” which began in April 2016, by bringing together the founder’s spirit, “Punch Spirit”: “Establishing a five-region sales structure,” “Enhancing customer service,” “Promoting high-margin businesses and strengthening R&D,” and “Work-style reform.” Various initiatives, including the start of semi-finished and finished product production at the Vietnam factory, the start of operations at the U.S. sales base, and the expansion of the Dalian factory, are making steady progress.」

「To further strengthen our competitiveness by enhancing our ability to supply products to customers, we will continue to strengthen collaboration with internal and external production bases from the perspective of global sourcing, or optimal procurement. In digital engineering, we will pursue more focused business development under the newly established development division.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the start of semi-finished product production at the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「In terms of profit, although SG&A expenses increased due to depreciation and amortization on capital expenditure and R&D investment associated with the expansion of the digital engineering business, operating profit increased with higher sales and an improved cost of sales ratio resulting from higher factory utilization, reaching ¥714 million, up 2.0% year on year.」

「We have renewed the well-received reverse engineering business as a new Digital Engineering Service. We aim to further improve our technical capabilities and enhance services, including 3D CAD data creation, part reproduction through reverse engineering, and inspection data creation for quality assurance, which have been frequently requested by customers.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit." The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the launch of operations at the U.S. sales base and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」

「Against this backdrop, the Group is working toward achieving the objectives of the medium-term management plan "Value Creation 2020," which began in April 2016, by bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA. The Group is addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. Various initiatives, including the full-scale operation of the Vietnam plant, the establishment and launch of the U.S. sales base, and the expansion of the Dalian plant, are making steady progress.」

「We aim to become a company supported by customers by continuously enhancing our technical capabilities and supplying products from the optimal production site for each order. We also aim to strengthen our efforts in the reverse engineering business, defined as the technology to recreate mold components as 3D data from the physical components even without drawings, in response to strong customer demand.」

「Against this backdrop, under the medium-term management plan "Value Creation 2020," which began in April 2016, the Group identified four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform. The plan has progressed as scheduled, including the start of full-scale operations at the Vietnam plant in October 2016 and the establishment of a U.S. sales base in December of the same year.」

「Against this backdrop, under the Medium-Term Management Plan “Value Creation 2020,” launched in April 2016, the Group identified 4 key management priorities: “Establishing a five-region sales structure,” “Improving customer service,” “Promoting high-profitability businesses and strengthening R&D,” and “Work-style reform,” and has been pursuing these initiatives. Progress has been in line with the plan, including the start of full-scale operations at the Vietnam plant in October 2016 and the planned establishment of a US sales office in November of the same year.」

「Against this backdrop, in the first year of the medium-term management plan "Value Creation 2020," which began in April 2016, the Group is bringing together its founding spirit, the "Punch Spirit," which is part of the Group's DNA, and addressing four key management priorities: establishing a five-region sales structure, enhancing customer service, promoting high-margin businesses and strengthening R&D, and promoting work-style reform.」

「(2) Improving customer service Earning customers’ trust and support by further improving technical capabilities, expanding the supply system, and providing new services.」