Management Plan. SCSK Corporation. Nobuhide Nakaido Chairman & CEO

Transcription

1 Management Plan SCSK Corporation Nobuhide Nakaido Chairman & CEO October 31, 2011

2 Contents 1.Company name and corporate philosophy 2.Integration process and schedule 3.Core strategies 4.Management targets (Reference material) Copyright(c) SCSK Corporation Page 1

3 Contents 1.Company name and corporate philosophy 2.Integration process and schedule 3.Core strategies 4.Management targets (Reference material) Copyright(c) SCSK Corporation Page 2

4 New company name Company Name Background SCSK Corporation Integration of SCS and CSK CS indicates Computer Service = core business in IT services CS indicates we pursue Customer Satisfaction Copyright(c) SCSK Corporation Page 3

5 Corporate philosophy Our mission Create Our Future of Dreams Our promises We create our future of dreams by establishing value based on our customers trust. Respecting each other We realize our potential by respecting each other. Providing excellent service utilizing reliable technology We delight customers through our service based on reliable technology and passion. Sustaining growth from a global and future perspective We, with our stakeholders, pursue sustainable growth for the world and the future. Copyright(c) SCSK Corporation Page 4

6 1.Company name and corporate philosophy 2.Integration process and schedule 3.Core strategies 4.Management targets (Reference material) Copyright(c) SCSK Corporation Page 5

7 Integration process and schedule October 1, 2011 From 2012 STEP 1 STEP 2 Company system Integrate corporate headquarters Begin integrating operating divisions Improve efficiency Restructure system integration operations Establish the development company Improve productivity Improve in outsourcing efficiency Strengthen procurement function Optimize corporate headquarters Integrate corporate headquarters Copyright(c) SCSK Corporation Page 6

9 Core strategies (1)Expand customer base and service offering Pursue cross-selling (2)Strengthen cloud solution business (3)Expand global solution business (4)Boost operational effectiveness Restructure systems integration operations (5)Increase operational productivity Copyright(c) SCSK Corporation Page 8

10 (1) Expand customer base and service offering Pursue cross-selling selling Significantly expand customer base only 20% overlap SCS customers 20% CSK customers Strengthen presence in in distributors, manufacturers, finance institutions and other target areas Sales (billion yen) SCS (simple addition) CSK Distributors : 33.3 Manufacturers : 32.2 Financial Institutions : Distributors : 12.9 Manufacturers : 28.4 Financial Institutions : 43.5 Communications/ transportation : Communications/ transportation : 13.6 Others : Others : 41.9 Copyright(c) SCSK Corporation Figures are results to March 2011 Page 9

11 (1) Expand customer base and service offering Pursue cross-selling selling Expand customer base and service offering Grow earnings through cross selling Existing SCS Group customers CSK apps, know-how DC services M ment services CSK s know-how BPO services CSK services SCS services System System integration integration IT hardware IT hardware and software and software sales sales IT infrastructure IT infrastructure implementation, implementation, IT management IT management BPO BPO SCS apps, know-how ProActive Unified hardware / software solutions DC services M ment services SCS s know-how Existing CSK Group customers Copyright(c) SCSK Corporation Page 10

12 Cross selling examples CSK SCS Provide SCS manufacturing customers with CSK s data services Invite skilled CSK technicians in SCS systems integration projects for financial industry and retail customers (share system integration expertise) SCS CSK Provide CSK customers with SCS s in-depth server and storage equipment sales and installation expertise Provide CSK customers with SCS software license Copyright(c) SCSK Corporation Page 11

13 (2)Strengthen cloud solution business Current situation High quality data services of of industry-leading scale Rich application and ERP assets accumulated from diverse customer base Vision and goals Shift from labor based model to to knowledge based model Create superior services as as a pathway to to securing new customers and revenue Data services Initiatives Applications Rapid integration of DC operations (create network going through all DC) Unify service brand Establish unified applications base Enhance own products, services Put own applications in cloud Develop BPO integrated services Copyright(c) SCSK Corporation Page 12

14 Data Center Services Create data network, integrating data s and providing the nation s highest level of IT management services, qualitatively and quantitatively Acquire Privacy Mark, ISO27001, ISO9001, FISC and other such security certifications Osaka Osaka Osaka Osaka 1 1 Osaka Osaka 2 2 Osaka Osaka 3 3 Hyogo Hyogo Sanda Sanda Create network Chiba Chiba Chiba Tokyo Tokyo Tokyo Tokyo 1 1 Tokyo Tokyo 2 2 Tokyo Tokyo 3 3 Tokyo Tokyo 4 4 Tokyo Tokyo 5 5 Tokyo 1 Osaka 2 Develop robust domestic DC network with 10 s in Kanto/Kansai areas Copyright(c) SCSK Corporation Page 13

15 Enhance own products and cloud-based services Enhance and expand own products and services for specific industries and operations Systems for specific customers Capitalize systems as company assets and solutions Provision as SaaS using own cloud platform Service image Products ERP package for total backbone operational support Centralized pharmaceuticals management system for dispensaries and drug stores MR specialist mobile solutions (MR information provision support) Retail development system for multi-store operational efficiency SMCL Super Market Cloud EDI service Outsourced-type retail Information system Own data s (foundation for cloud services) Cloud-based services Copyright(c) SCSK Corporation Page 14

16 (3) Expand global solution business Current situation Substantial global support track record of of SCS Diverse customer base from both companies Vision and goals Create first first class class record in in global development support for for Japanese corporations Accelerate businesses in in China and and Asia Asia Increase overseas sales sales ratio ratio to to 10% 10% in in years Initiatives Improve and develop global support structure Make China global development hub Foster global talent, ed on on China Copyright(c) SCSK Corporation Page 15

17 Global service development Engage in greater Japanese market Provide services to Japanese companies developing globally London London Dalian Dalian Shanghai Shanghai Japan Japan Establish as hubs for global expansion of SCSK Strengthen development of global talent in overseas locations New New York York Boston Boston Santa Santa Clara Clara Dallas Dallas Grow business in China and Asia based on our locations in China Provide comprehensive IT services through local staff Grow sales of own products and expand data operations Group locations Singapore Singapore Copyright(c) SCSK Corporation Page 16

18 (4) Increasing operating efficiency Restructuring systems integration business Restructure system integration business to realize higher productivity and quality Specific measures Unify system development standards Improve efficiency in outsourcing Rationalize vendors and optimize costs Increase efficiency of near shore/off shore operations Rationalize development locations SCS Company CSK Company Development Company Development Company will pursue higher efficiency and quality in the systems integration-related operations of all divisions Copyright(c) SCSK Corporation Page 17

19 (5) Increase operational productivity Increase efficiency Improve outsourcing efficiency Strengthen procurement functions Optimize corporate headquarters, etc. FY ending March 2015 Decrease cf. cf. this this fiscal year: 今年度比 2.5 billion 25 yen 億円 Optimize personnel costs Optimize employee numbers through natural attrition, etc. FY ending March 2015 Decrease cf. cf. this this fiscal year: 3.5 billion yen Copyright(c) SCSK Corporation Page 18

20 1.Company name and corporate philosophy 2.Integration process and schedule 3.Core strategy 4.Management targets (Reference material) Copyright(c) SCSK Corporation Page 19

21 Medium-term targets FY ending March 2012* FY ending March 2015 Sales 276 billion yen 300 billion yen Operating income Operating income ratio ROE 15 billion yen 5.4% N.A billion yen 8-10% 10% plus Figures for year ending March 2012 are simple addition of full-year forecasts for SCS and CSK prior to the merger Copyright(c) SCSK Corporation Page 20

23 SCSK company outline Name SCSK Corporation Established October 25, 1969 Capital 21,152 million yen Listed exchanges First Section of Tokyo Stock Exchange (Stock code : 9719) Head office Toyosu Front, Toyosu, Koto-ku, Tokyo Corporate officers Chairman & CEO Nobuhide Nakaido Corporate Auditor Osamu Kojima Representative Director Takeshi Nakanishi Corporate Auditor Tomoharu Asaka Representative Director Akira Tsuyuguchi Corporate Auditor Akihiko Harima Director Shunichi Ishimura Outside Corporate Auditor Toshifumi Shibuya Director Hiroaki Kamata Outside Corporate Auditor Shigeki Yasunami Director Shigeo Kurimoto Outside Corporate Auditor Tadashi Kaizen Director Masahiko Suzuki Director Tooru Tanihara Director Kazuhiro Ogawa Director Tatsuyasu Kumazaki Director Tetsuya Fukunaga Director Hiroyuki Yamazaki Outside Director Tatsujiro Naito Outside Director Naoaki Mashimo Copyright(c) SCSK Corporation Outside Director Outside Director Iwao Fuchigami Masanori Furunuma Page 22

24 Development Company Development Sales Sales // systems systems Development Page 23 IT Management IT Management President CSK Company BPO BPO IT Platform solution IT Platform solution Global solution Global solution Organization SCS Company Financial Financial System System & ERP ERP Solution Solution Distribution Distribution Manufacturing & System System Solution Solution Copyright(c) SCSK Corporation