Corporate Vision and Business Information
Medium-term Management Plan
- Jul. 08, 2019
- Three-Year Medium-Term Management Plan for the fiscal year ending March 31, 2021 (Status of Progress and Priority Issues for the Future)(2,185KB)NEW!
Update of Medium-Term Management Plan and Future Priority Issues (June 26, 2019)
In June 2018, the Company announced the Medium-Term Management Plan ~ New Challenges from the 61st year onward ~ From Japan’s SEED to the World’s SEED. We hereby report on these as well as the update of the Medium-Term Management Plan.
Sales plan (on a consolidated basis)
Aim for Solid Growth by Ensuring Stable Sales
As for the first year of the Medium-Term Management Plan (period ended March 2019), sales grew both in Japan and abroad, but net sales fell short of the plan, being greatly affected by slow sales of new products.
Consolidated net sales were revised to ¥35 billion for the period ending March 2021 in view of the impacts of the dispersion of diversified distribution channels (non-consolidated net sales were revised to ¥30.5 billion).
Net sales plan (overseas)
Overseas Net Sales ¥4.1 billion → ¥5.0 billion
The target for the 3rd year (period ending March 2021) of the initial Medium-Term Management Plan, ¥4.1 billion, is to be achieved in the 2nd year.
⇒ Aiming for higher net sales
Place the greatest emphasis on China and supplement the growth of the contact lens market in the Asian region.
Accurately understand needs in the matured European market and develop diverse products.
Expand sales in England and Ireland with CLPL as our base.
Increase shipments to newly-penetrated countries/regions (Australia, Eastern European countries, across India).
As a growth strategy for the future, M&A (acquisition) and investments were
worth over ¥3.0 billion in the last 3 years
Moving forward, continue the current growth strategy of considering and executing M&A (acquisition) and investments when necessary.
Actualize recycling-oriented business management,
minimize environmental risks, and enable sustainable growth.
CSR activity (1)
BLUE SEED PROJECT
～Love (Ai, Eye) to the Ocean～
■ Recycling of plastic waste
Plastic waste debris has become an issue around the world. Plastic marine debris, in particular, has a serious impact on the ecosystem, and the issue is expected to worsen.
As the food service industry has begun embarking on the removal of plastics such as abolishing plastic drinking straws, this is a project that has been launched to aim for a sustainable society out of responsibility as a company that uses plastic products.
SEED contributes to 5 of the 17 Sustainable Development Goals (SDGs) set by the United Nations.
Notice of development of the Medium-term Management Plan (June 1, 2018)
On June 1, 2018, we announced the new three-year medium-term management plan that is scheduled to start in the 63rd period.
The new medium-term management plan defines the next three years as a starting point of new challenges of SEED from the 61st year for leaping all over the world. Besides consistent growth in Japan, we will aggressively pursue global expansion mainly with the 1dayPure Series, our domestically manufactured, staple products. In this way, we will strive to expand our business operations and strengthen our profit base.
Through these efforts, we will achieve the consolidated sales target for the fiscal year ending March 2021, namely 38.5 billion yen, and will also achieve sales of 40 billion yen in the next medium-term management plan. The next three years are considered to be the period in which we will take another leap forward.
We will leverage the quality of our “Made in Nippon” products and, in our overseas manufactured products, the achievement of “Japan Quality,” as we assist people's eyesight around the world by offering safe, high-quality products and services.
We would wholeheartedly appreciate the continued support of our shareholders.
Medium-term Management Vision/Target
- New Challenges from the 61st year onward -
From Japan's SEED to the World's SEED
“Support more customers' ‘vision'”
(Positioning of medium-term management plan)
Expand the production scale as a manufacturer and diversify products.
Regard the three years as a period in which to aim for consolidated net sales of 40 billion yen in In the next three years.
(Direction of SEED)
“Pursue the provision of safe, high-quality products and services through our pride of Made in Nippon (Japan) and Japan Quality”
Achieve stable growth in Japan and operate overseas businesses aggressively.
Actively invest in R&D expenses and achieve a planned and certain research result (product development).
Achieve the expansion of scale and high-mix, low-volume production by enhancing technologies such as labor-saving and automation.
Develop new value-added contact lenses for checkup/treatment/medical purposes.
Achieve diversity and various working styles, substantiate Corporate Social Responsibility (CSR).
PL Plan (Consolidated)
Aim for JPY38.5 billion for the period ending March 2021, and look to JPY40 billion and then JPY50 billion.
Operating income: Aim for JPY3.5 billion for the period ending March 2021 and improve the operating margin.
Net Sales for Domestic Contact Lenses and Company Share (Value Base)
Outlook for Overseas Sales
Accurately understand the needs of the mature European market and roll out diverse products.
Enter South Korea, Middle East nations, the Oceania region, Russia and East European nations that we have not yet entered.