Customer-Focused Sales and System Proposals Addressing Equipment Challenges

「Sales of special-purpose vehicles used in the social infrastructure field declined because of delays in truck chassis shipments and longer lead times for vehicles requiring body installation, while sales to the machinery manufacturing and electrical equipment industries also declined. In contrast, sales to the chemical and steel industries remained firm as the company captured replacement demand associated with scheduled repairs, as well as investment demand aimed at improving the efficiency of equipment maintenance and upgrading plant operations. Sales to the shipbuilding industry also increased against a backdrop of high utilization rates at production facilities, resulting in annual net sales of ¥48,846 million, up 3.6% year on year.」

「Specifically, we adopted as key strategies the deepening and development of existing customer relationships and a focus on growth businesses. Under the themes of DX (digital transformation), GX (green transformation), and social infrastructure development, we actively pursued a sales strategy centered on solution proposals tailored to customers’ needs, while making maximum use of our nationwide sales-office network. Net sales for the six-month interim consolidated period were ¥21,217 million, up 5.1% year on year; gross profit was ¥3,686 million, up 3.5%; operating income was ¥1,140 million, up 4.9%; and ordinary income was ¥1,173 million, up 5.0%.」

「Specifically, we adopted as key strategies the deepening and development of existing customer relationships and a focus on growth businesses. Under the themes of DX (digital transformation), GX (green transformation), and social infrastructure development, we actively pursued a sales strategy centered on problem-solving solution proposals tailored to customers’ needs, while making maximum use of our nationwide sales-office network. As a result, net sales for the fiscal year were ¥47,136 million, up 8.9% year on year.」

「Specifically, we adopted as key strategies the deepening and development of existing customer relationships and a focus on growth businesses. Under the themes of digital transformation (DX), green transformation (GX), and social infrastructure development, we actively pursued the management plan while making maximum use of our nationwide sales-office network.」

「Specifically, we adopted as key strategies the deepening and development of existing customer relationships and a focus on growth businesses. Under the themes of digital transformation (DX), green transformation (GX), and social infrastructure development, we actively pursued the management plan while making maximum use of our nationwide sales-office network.」

「Under these circumstances, in FY2022, the final year of the Medium-Term Three-Year Management Plan launched in April 2020, the Group adopted its basic management policy of “Taking on the challenge of further growth through mutual strengthening of frontline capabilities and organizational capabilities,” established a “block system” that divided the sales organization into small units, and sought to formulate and rapidly execute strategies better suited to regional and market characteristics. To help achieve a sustainable society, the Group actively worked to resolve social issues such as the decline in the working population against a backdrop of declining birthrates and an aging population and work-style reform, as well as environmental issues including climate change, while making maximum use of its nationwide sales network to further accelerate the strengthening of competitiveness through in-depth sales to existing customers and the development of new customers in highly growth-oriented fields, identified as priority market strategies.」

「In response to social issues such as the decline in the working-age population caused by the declining birthrate and aging population and work-style reform, and toward realizing a sustainable society, we actively worked to further accelerate efforts to strengthen competitiveness through deeper sales efforts with existing customers and develop new customers in high-growth fields, both designated as priority market strategies, while making maximum use of our nationwide sales-office network.」

「We introduced a block system in the sales organization that groups offices into smaller units and sought to formulate strategies better suited to regional and market characteristics and execute them rapidly. In response not only to social issues such as the decline in the working-age population caused by the declining birthrate and aging population and work-style reform, but also to the need to realize a sustainable society, we further accelerated efforts to strengthen competitiveness through deeper sales efforts with existing customers and develop new customers in high-growth fields, both designated as priority market strategies, making maximum use of our nationwide sales-office network.」

「Our main strategy is to promote solution-oriented sales proposals by leveraging our nationwide sales-office network and strengths as an independent trading company against customers’ management challenges, including the decline in the working-age population caused by the declining birthrate and aging population and work-style reform, while expanding sales of various sensors and labor-saving equipment aimed at improving productivity and operational efficiency.」

「We introduced a block system that groups offices into smaller units and, while seeking to formulate strategies better suited to regional and market characteristics and execute them rapidly, have actively worked to strengthen competitiveness through deeper sales efforts with existing customers, accelerate new-customer development in high-growth fields, and create new sales methods and business models amid the COVID-19 pandemic, making maximum use of our nationwide sales-office network.」

「We introduced a block system that groups offices into smaller units and, while seeking to formulate strategies better suited to regional and market characteristics and execute them rapidly, have actively worked to strengthen competitiveness through deeper sales efforts with existing customers, accelerate new-customer development in high-growth fields, and create new sales methods and business models amid the COVID-19 pandemic, making maximum use of our nationwide sales-office network.」

「Specifically, we introduced a block system that groups offices into smaller units and, while seeking to formulate strategies better suited to regional and market characteristics and execute them rapidly, have actively worked to strengthen competitiveness through deeper sales efforts with existing customers, accelerate new-customer development in high-growth fields, and create new sales methods and business models amid the COVID-19 pandemic, making maximum use of our nationwide sales-office network.」

「Specifically, we reorganized our nationwide sales-office network under a block system, grouping the offices into smaller units than our previous sales organization. While seeking to formulate strategies better suited to regional and market characteristics and execute them rapidly, we have actively worked to strengthen competitiveness through deeper sales efforts with existing customers, accelerate new-customer development in high-growth fields, and create new sales methods and business models amid the COVID-19 pandemic.」

「Under these circumstances, our group launched a new three-year medium-term management plan in April 2020 and continued to build a robust management foundation aligned with changes in the industrial structure and customer needs, under the basic management policy of “Taking on the challenge of achieving further growth through the mutual enhancement of frontline capabilities and organizational strength.” Specifically, we reorganized our nationwide sales-office network under a block system, grouping the offices into smaller units than our previous sales organization. While seeking to formulate strategies better suited to regional and market characteristics and execute them rapidly, we have actively worked to strengthen competitiveness through deeper sales efforts with existing customers, accelerate new-customer development in high-growth fields, and create new business models.」

「Specifically, we reorganized our nationwide sales-office network under a block system, grouping the offices into smaller units than our previous sales organization. While seeking to formulate strategies better suited to regional and market characteristics and execute them rapidly, we have actively worked to strengthen competitiveness through deeper sales efforts with existing customers, accelerate new-customer development in high-growth fields, and create new business models.」

「We are advancing efforts to maximize corporate value by clearly defining the strengthening of competitiveness through the defensive approach of deepening and developing existing customer relationships, and the offensive approach of developing new customers in high-growth fields.」

「Amid intensifying competition with industry peers, we have actively pursued sustainable, stable growth by making deeper sales efforts with existing customers and developing new customers in high-growth fields our priority market strategies, while treating improved earnings power through stronger high-value-added sales as our most important issue and leveraging our nationwide network of sales offices.」

「Amid intensifying competition with industry peers, we have actively pursued sustainable, stable growth by making deeper sales efforts with existing customers and developing new customers in high-growth fields our priority market strategies, while treating improved earnings power through stronger high-value-added sales as our most important issue and leveraging our nationwide network of sales offices.」

「Amid intensifying competition with industry peers, we have actively pursued sustainable, stable growth by making deeper sales efforts with existing customers and developing new customers in high-growth fields our priority market strategies, while treating improved earnings power through stronger high-value-added sales as our most important issue and leveraging our nationwide network of sales offices.」

「To achieve sustainable and stable growth even amid intensifying competition with industry peers, the Group made deeper sales to existing customers and new customer development in highly growth-oriented fields its priority market strategies, and actively worked to improve earnings power by strengthening high-value-added sales as its most important issue while using its expanded nationwide sales network.」

「To achieve sustainable and stable growth even amid intensifying competition with industry peers, the Group made deeper sales to existing customers and new customer development in highly growth-oriented fields its priority market strategies, newly opened the Kawasaki Sales Office in July to further expand its sales network, and actively worked to improve earnings power by strengthening high-value-added sales as its most important issue.」

「Specifically, the Group made deeper development of existing customers and new customer development in highly growth-oriented fields its priority market strategies, and aims to expand its business by implementing measures including proposals for equipment maintenance systems using IoT, initiatives involving environmentally friendly equipment and after-sales maintenance, initiatives involving industrial machinery centered on oil cleanliness monitoring equipment, and capturing investment in equipment related to social infrastructure, including electricity and public-environment fields, that contributes to extending equipment life and addressing aging equipment.」

「To achieve sustainable and stable growth even amid intensifying competition with industry peers, the Group made deeper sales to existing customers and new customer development in highly growth-oriented fields its priority market strategies, and worked on improving earnings power by strengthening high-value-added sales as its most important issue.」

「To achieve sustainable and stable growth even amid intensifying competition with industry peers, the Group made deeper sales to existing customers and new customer development in highly growth-oriented fields its priority market strategies, and worked on improving earnings power by strengthening high-value-added sales as its most important issue.」

「To achieve sustainable and stable growth even amid intensifying competition with industry peers, the Group made deeper sales to existing customers and new customer development in highly growth-oriented fields its priority market strategies, and worked on improving earnings power by strengthening high-value-added sales as its most important issue.」

「The Group made strengthening customer-focused and solution-based sales a priority sales strategy. In addition to selling existing products using “environment, peace of mind, safety and quality” as keywords, it focused on strengthening sales of measuring instruments to customers’ research and development departments, selling factory automation and environmental control systems and information and communications and network equipment, selling industrial vehicles and public-environment equipment by capturing social infrastructure investment, and expanding sales of industrial machinery and equipment centered on oil cleanliness monitoring equipment.」

「The Group made strengthening customer-focused and solution-based sales a priority sales strategy. In addition to selling existing products using “environment, peace of mind, safety and quality” as keywords, it focused on strengthening sales of measuring instruments to customers’ research and development departments, selling factory automation and environmental control systems and information and communications and network equipment, selling work vehicles and public-environment equipment by capturing social infrastructure investment, and expanding sales of industrial machinery and equipment centered on oil cleanliness monitoring equipment.」

「The Group made strengthening customer-focused and solution-based sales a priority sales strategy. In addition to selling existing products using “environment, peace of mind, safety and quality” as keywords, it focused on strengthening sales of measuring instruments to customers’ research and development departments, selling factory automation and environmental control systems and information and communications and network equipment, selling work vehicles and public-environment equipment by capturing social infrastructure investment, and expanding sales of industrial machinery and equipment centered on oil cleanliness monitoring equipment.」

「The Group made strengthening customer-focused and solution-based sales a priority sales strategy. In addition to selling existing products using “environment, peace of mind, safety and quality” as keywords, it focused on strengthening sales of measuring instruments to customers’ research and development departments, selling factory automation and environmental control systems and information and communications and network equipment, selling work vehicles and public-environment equipment by capturing social infrastructure investment, and expanding sales of industrial machinery and equipment centered on oil management equipment.」

「The Group continued to make customer-focused sales a priority sales strategy, focusing on system proposals addressing the safety, stable operation and labor-saving needs of factory equipment, as well as identifying and expanding sales of new derivative industrial machinery products addressing disaster prevention, energy conservation and environmental needs.」