- カテゴリ： バーチャル提案
- 作成日： 2009/07/24 21:23:25
- ページ： 11
- It’s true that KDDI’s product competitiveness was relatively weak during the past year, particularly for mobile phone handsets. This was due mainly to delays in completing “KDDI Integrated Platform (KCP+),” the common software platform developed to lower handset procurement costs and shorten development lead time, and as a result we failed to launch handsets with sufficient functionality and performance in a timely manner. However, as a result of efforts begun in FY 2009.3 to prioritize regaining product competitiveness, the handset models launched from spring 2009 have overcome these limitations in functionality and performance, and helped us to steadily regain product competitiveness. I also think that during FY 2009.3 we did not sufficiently communicate to customers about the advantages of KDDI, such as the cutting-edge aspects of our products and services that had been so highly rated by customers in the past. Focusing on this point, in FY 2010.3 we are working to actively draw attention to KDDI’s overall strengths and cutting-edge features with, for example, the launch of our new mobile phone brand “iida,” and improve our image among customers.
3. Medium-term Growth Strategies
Q. What were the reasons behind the decision to withdraw the targets for operating revenues and operating income in the “Challenge 2010” Mid-term Target? What are your views on the new targets? A. Although we have withdrawn our ￥4,000 billion in consolidated operating revenues and ￥600 billion in operating income targets for FY 2011.3, we will take responsible action to turn the Fixedline Business back around into profitability.
Revenues in the Mobile Business declined year on year in FY 2009.3, which we did not anticipate at all when setting the medium-term targets. Behind this decline was the impact from the pricing plan devised and promoted by regulatory authorities separating tariffs from handset prices, which all the mobile carriers have adopted. Under the former business model the prospect for revenues increases was more than sufficient, but with this change we determined that it would be extremely difficult to achieve the FY 2011.3 targets of ￥4,000 billion in operating revenues, and ￥600 billion in operating income on a consolidated basis. At the same time, we will take responsible action to make the Fixed-line Business profitable by the end of FY 2011.3. There are two major elements involved in achieving profitability. The first is to increase the subscription for FTTH services, aiming to boost sales in order to narrow the losses in the FTTH business. The second is cost reductions. KDDI maintains redundant network infrastructure left over from past mergers?we are going to cut the operation, maintenance and other costs by reorganizing this infrastructure. The Fixed-line Business is basically profitable except for the FTTH business, and we believe that
KDDI CORPORATION Annual Report 2009