Building a New Business Model and Management Reform

「Specifically, we have positioned the Taiwanese subsidiary whose establishment was approved to strengthen our global business structure as the most important base for advancing our growth strategy in Asia. We aim to create new business opportunities by deepening relationships with leading local partners and are working to build a network covering both sales and procurement across Asia.」

「Proposal-based products, improving sales quality through expanded collaboration with business partners, and expanding the sales domain」

「Against this backdrop, with a view to long-term growth, our group began transitioning to a new growth phase from the fiscal year ending March 2024 and is addressing important issues including diversifying its customer base and establishing a stable earnings base.」

「We worked to move away from sales activities centered on urgent delivery responses and instead work with customers to address their fundamental challenges.」

「Under these circumstances, our group will continue to move away from sales activities centered on urgent delivery responses and instead work with customers to address their fundamental challenges. Specifically, we will expand our lineup of new suppliers, including overseas suppliers, actively engage with business partners through promotional meetings and study sessions, and promote talent development and organizational development internally, including coordination between the personnel evaluation and training systems. We will also pursue operational innovation based on our DX strategy to improve performance.」

「We will continue to shift our sales activities away from focusing on urgent delivery requirements and instead engage with customers again to work together on solving their fundamental issues.」

「In addition, through various proposal activities responding to customer needs, including harness processing, unit assembly, software development and introductions to equipment manufacturers, we aim to move away from a transaction model based on individual components and advance the transition to a new business model.」

「In addition, through various proposal activities responding to customer needs, including harness processing, unit assembly, software development and introductions to equipment manufacturers, we aim to move away from a transaction model based on individual components and advance the transition to a new business model.」

「In addition, through various proposal activities responding to customer needs, including harness processing, unit assembly, software development and introductions to equipment manufacturers, we aim to move away from a transaction model based on individual components and advance the transition to a new business model.」

「Against this backdrop, the Group worked to improve services for existing core markets and major customers, while focusing on acquiring new projects through cooperation with the specialist department for developing new products.」

「Against this backdrop, the Group worked to improve services for existing core markets and major customers, while focusing on acquiring new projects through cooperation with the specialist department for developing new products.」

「Against this backdrop, from April our group reorganized its sales structure and worked to improve services for existing core markets and major customers by sharing information across the areas under its responsibility. We also established a specialist department for developing new products and focused on winning new projects.」

「To strengthen our ability to serve existing core markets and major customers, share information currently dispersed across locations, and conduct sales activities efficiently and flexibly within each responsible area, we will reorganize the current structure of 2 sections and 9 sales offices into 1 division and 3 sales departments. At the same time, we will establish a New Business Promotion Office and systematically develop new products and markets that could become future core businesses, striving to improve results.」

「During the first nine months of the current consolidated fiscal year, the semiconductor manufacturing equipment industry, our core market, continued to perform well as demand related to AI and IoT expanded. In addition, we were able to increase sales from projects secured through the continued implementation of “project-based sales expansion activities,” which respond flexibly to a wide range of market and customer requirements. We also promoted activities centered on new products at existing manufacturers whose products we handle and focused on acquiring new projects and expanding sales.」

「During the first half of the current consolidated cumulative period, the semiconductor manufacturing equipment industry, our core market, continued to perform well as demand related to AI and IoT expanded. We were also able to increase sales from projects won through the continued implementation of the “project-based sales expansion initiative,” which flexibly addresses a wide range of market and customer requirements. In addition, we promoted initiatives centered on expanding sales of new products from existing suppliers and focused on winning new projects and expanding sales. As a result, revenue and profit increased from the same period of the previous year.」

「During the first quarter of the current consolidated fiscal year, demand in the semiconductor manufacturing equipment industry, our core market, remained firm. In addition, as a result of continuing and implementing the “project-based sales expansion activities” launched in the previous consolidated fiscal year to respond flexibly to a wide range of market and customer requirements, we secured new customers and sales. We also focused on acquiring new projects and expanding sales by promoting activities centered on new products at existing manufacturers whose products we handle.」

「During the current consolidated fiscal year, the Group worked to strengthen its core capabilities under the slogans “Strong Sales” and “Strong Procurement,” and to build a sales organization able to respond to a wide range of market and customer needs. Specifically, we focused on a “problem-solving proposal business,” centered on projects under the direct supervision of headquarters, that works with customers to resolve challenges arising at each stage from component selection and pricing through materials ordering, procurement and production, rather than limiting the business to selling individual components. We also worked to develop new markets, including by expanding sales activities in the consumer products market.」

「During the first nine months of the current consolidated fiscal year, the Group worked to strengthen its core capabilities under the slogans “Strong Sales” and “Strong Procurement,” and to build a sales organization able to respond to a wide range of market and customer needs. We also worked to review the management structure and strengthen our human resources through recruitment activities, and continue to strive to accelerate the pace of reform.」

「We are also working to strengthen our human resources through a review of the management structure and recruitment activities, and will continue striving to accelerate the pace of reform.」

「During the first quarter of the current consolidated cumulative period, our group worked to strengthen its fundamental capabilities under the slogans “Strong Sales” and “Strong Procurement,” and to build a sales structure capable of responding to a wide range of market and customer needs. Specifically, we have focused on a “problem-solving proposal business” that works with customers to resolve the various issues arising at each stage, from component selection and price setting through materials ordering, procurement and production, rather than focusing solely on the sale of individual components. This initiative establishes a structure capable of responding promptly to customer needs by forming projects for each case under the direct supervision of head office, and multiple projects are currently under way.」

「Under a new management structure centered on younger executives, we began management reforms focused on building a new business model. These efforts included expanding bundled component orders and the assembly business by deepening relationships with existing customers, and optimizing inventory operations, including reviewing inventory items and ordering methods. However, we did not achieve the initial plan.」