Restructuring the sales platform, organization and product lineup to respond to changes in the environment
First written in FY2017. 4 of 6 entries say "Reframed", first in FY2019. Latest entry: FY2025.
Samco moved to the "Worse" side of this theme in 2019, 6 years before the typical company in this theme (2025).
4 other companies' latest entry also says "Reframed".
- FY2025ReframedAnnual report
「We formulated a new medium-term management plan for the 47th to 49th fiscal years (1 August 2025 to 31 July 2028) and are working to achieve our business plan by addressing the following priority issues.」
The previous framework of rebuilding the sales platform, organisation and product lineup has been recast as a medium-term management plan identifying 6 priority issues: development of new equipment, sales of production equipment, overseas sales, production systems, human resources and sustainability. - FY2022ReframedAnnual report
「The vision of a “global mid-sized company”—from the medium-term management plan— ・Expand the business freely worldwide, leverage our proprietary technologies, and continue providing high-quality products and services. ・Based on our core technology, thin-film technology, hold an overwhelming share in specific products in fields with high barriers to entry.」
The previous framework of rebuilding the sales platform, organisation and product lineup has been recast as a new medium-term management plan centred on global expansion, thin-film technology, fields with high barriers to entry and market share in specific products. - FY2020ReframedAnnual report
「Under the medium-term management plan launched in August 2020, the Company formulated a medium- to long-term vision for its new growth and is addressing the following issues.」
The previous wording concerning the rebuilding of the sales platform, organisation and product lineup has been recast as the challenges of a new medium-term management plan centred on overseas sales, thin-film deposition equipment sales, new businesses, and human resource development and utilisation. - FY2019ReframedAnnual report
「Under the medium-term management plan to be launched in August 2019, the Company formulated a medium- to long-term vision for its new growth and is addressing the following issues.」
The policy of transitioning to a growth trajectory has been recast as the challenges of a new medium-term management plan: overseas sales, sales of thin-film deposition equipment, new businesses, human resources and capital investment. - FY2018RestatedAnnual report
「We intend to put the business on an even stronger growth trajectory while establishing an organisational structure, sales structure and product lineup capable of responding flexibly to changes in the external environment.」
The company continues to pursue a policy of transitioning to a growth trajectory by establishing its organisational structure, sales structure and product lineup. - FY2017First statedAnnual report
「Going forward, we intend to establish an organisational structure, sales structure and product lineup capable of responding flexibly to changes in the external environment, firmly establish profitable operations and put the business back on a growth trajectory. ... We will continue to target an overseas sales ratio of 50% for the time being.」
Against a backdrop of dependence on specific markets and customers, this is the first clear standalone statement of measures to rebuild the organisational structure, sales structure and product lineup.