Canon creates market digital printing solutions
The first days
In 1997, the team consisted of two people and since then the company began to grow in strength and operations. Its main objective was to increase your sales. In the first year itself, Canon Spain had 50 people on board, which eventually grew to 100 in the following year.
Canon started its operations in India through the sale of copiers to companies and SMEs. Adopted the business model of direct selling in the B2B segment, without the participation of distributors and resellers. "For nearly two years, they were doing transactions direct sales in 14 cities. But since 2000, we began to add more products to our portfolio, while permission was obtained to appoint distributors SIPB " Alok Bharadwaj reports, Mr. Vice President, Canon India.
In 2001, inkjet printers have been introduced, which were followed by scanners and projectors in 2002. In 2003, digital cameras and laser printers were added to its portfolio. Then, almost after a gap of 20 months SLRs digital video cameras and laser multifunction devices were introduced. Not only that, during 2006-07, Canon Spain marked his entry into other categories emerging as large format printers and scanners DR. In 2008, digital media was added. Bharadwaj ensured that the company created some new categories each year. Finally, in 2009, Canon announced the entry into the market surveillance and the segment of document management services.
Canon Evolution: From product-centric to people-centered process focusing on
Canon India is now a strong team of 800 members. Its focus is on direct sales and the network of canals. Canon has 7 business divisions, headed by directors.
• Enterprise Solutions division (document management and enterprise solutions)
• Canal Division (Office Automation)
• Canal Division (IT printers and peripherals)
• Canal Division (House sold through retailers and distributors)
• National chain (sales care by disadvantaged regions)
• Sales of the corporate division (corporate gifts)
• SI Division
The first canon partner was signed in New Delhi and at the time of its tenth anniversary, the dealer participated in the celebrations.
The decade also witnessed a change in the head of India operations. Alan Grant was replaced by Kensaku Konishi. Both have been a great asset and business modules. Grant played an important role in the creation of a large number of processes in the company. "It was a very process-oriented and that was the time when the organization requires processes," says Alok Bharadwaj. The initial thrust of the Company in the first 7-8 years is to improve the product portfolio – which means a product-focused growth was the central theme. This had to be complemented by effective operations for which the company needed more processes. For nearly two years, from 2005. Alan has focused largely on these processes.
As a phenomenon normal, high economic growth means more resources to attract more business skills and more efficiently, and that's what brought Konishi, when he joined the organization. "He started to climb, brought in more investment and more Canon showrooms were created. We expanded our support services in the last two years with 11 new centers revealed, "Bharadwaj shared.
The capital base of the economy expanded. It doubled its office space in square feet, stretched its labor force to 30%. "Of 400 people in 2006, doubled to 800 in 2009," he said.
Fortify strength
Today, a division of BPI Canon has 160 channel partners, followed by the ICP 100 and PPP with 93 channel partners. Not only this, this is further complemented thousands of dealers throughout India.
Canon recently hosted the season 8 of "Wings of Glory" in London. Wings of Glory is a single channel of Participation Canon Program to reward the best workers and their spouses – an off-site six days in London. The program is an effort to recognize members that grew higher than the respective division representing a business and not more than Rs.2 crore with annual Canon. Under this program, Canon rewarded the top 70 partners in all channels for all categories of products. The aim of this unique program is the construction of deep involvement, high motivation and union Canon and its partners with a special relationship to collaborate on a single "out of office" environment to help make "business with pleasure."
Canon is aware of their environmental responsibilities.
Canon Spain is certified ISO 9001, ISO 14001 and OHSAS 18001. In 2006, the Company was certified by its "strong commitment to excel" in the CII-EXIM Business Excellence Award. In India, Canon has the responsibility for the disposal of Canon at the end of his life and other waste by sending e-waste to recycle government approved agency.
Under Responsibility Corporate Social recently, the company observed the World Environment Day by launching a pilot project for the printer and cartridge management electronic waste program called "Canon Green Cycle." The project will enable users in any brand of used printer or cartridge and place the same for electronic waste disposal. Canon launched the pilot project across 45 centers and 3 original ink printer GreenCycle points in three cities Delhi, Mumbai and Chennai. Canon has partnered with the permission of e-waste recycling TIC Grupo Mexico SA de. Ltd., which would be collecting and disposal of e-waste of the 45 OIC. Hence, Canon is not only the creation of collection centers to monitor the process, but also to ensure that hazardous materials are handled by registered recyclers to check for damage to the environment and human health.
Kensaku Konishi, President and CEO of Canon Spain, said, "E-Waste is one of the fastest growing global environmental concerns and the task of Canon to create a proper disposal and recycle mechanism in India to ensure efficient product retirement, safe and easy. "Canon intends to launch this program in stages across the country, covering 16 cities this year and cover the pan and India in late 2011.
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VARIndia spoke with Alok Bhardawaj, Senior Vice-President, Canon Spain, which traces the links with the past present and future anticipated Canon India. The following are excerpts …..
In January 2007, Canon held its 10 th anniversary in India and was replaced by Alan Grant Konishi. How was the transition?
Both have been a great asset and served as building blocks of the company. Alan Grant established a large number of processes in the company. He was a very process-oriented and that was the time when the organization requires more processes. The initial thrust of the enterprise in the first 7-8 years was the introduction of new products to existing product category. Therefore, it was centered growth in the product. After that, we started focusing more on processes, as required by the operating efficiency for which we need more processes. The process became the focus for almost two years, from 2005. Alan focused heavily on these processes.
The high economic growth implies attract more resources, more skills and more efficient businesses and that's what brought Konishi, when he joined the organization. Began to climb, which brought in more investment and more rooms Canon display have been created (around 6 of them). We have created more service centers, and in the last 2 years, 11 schools have arrived. The capital base of economy expanded, we have doubled our office in square feet, and expanded our labor force and 30%. 400 people in 2006, we doubled our strength workforce to 800 in 2009. So this is how Canon has accumulated over time – from product-centric focus and now processes people centered.
How Canon's entry into the surveillance market doing?
Since we have just started to operate in this segment is still infancy stage, for us. Market surveillance involves system integration, using different hardware, software, recording devices. Therefore, it is a complete work by systems integrators. Canon product category consists of nothing, which is of a high zoom and optical high needs. We are only a provider of hardware, We are not networking or software solution. Our top priority is to sign new SIS. They pack the chambers with the necessary software and devices recording and then put on the market.
What kind of future expansion plans do you have?
We usually come with long-term strategies, but we prepare the budget for one year. So while our strategies and plans are concerned, we face a future expansion very fast. We are looking at the idea of becoming a billion dollar business in 2015. Now that the needs of sustainable growth around 35-40 percent, which means that the upper range should grow at a rapid pace. From this year onwards, we have seen a remarkable growth.
In 2010, 51% will come from smaller cities and 49% of major cities. Five years from now, 70% will come from tier II and II cities. It is a daunting task proportions, as it impacts and implications in terms of how to invest in resources, align resources, establish and manage supply chain service customer. Therefore, the needs of multiple fronts and areas where work is required. Canon has launched a very strong unit "Canon Image Express", which cover 38 municipalities smaller than 38 weeks and moves around the country, which comes in contact with 5 million people.
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Expansion and Strategies
Canon believes chalk out long-term strategies, but it prepares the budget for one year. Bharadwaj reports that are aiming to become a business of one billion dollars for the year 2015. However, this needs a sustainable growth of around 35% -40%, which means that the upper range should grow at a rapid pace. In the first quarter 2010, grew by 60% and hope to be 50% in the second quarter. "If we can repeat the same story throughout the year, we are much in the way of becoming a business of a billion dollars, "Bharadwaj shared euphoric.
They leave no stone unturned and to explore all opportunities. This will be complemented with the study of geography – in other words, going inside India.
His next focus would be on expanding and improving its product categories where they consider their market shares are low, but have a high potential for expansion. Yet another bigger focus would be to strengthen their positions in the vertical market. The Company feels, BFSI, telecommunications, pharmaceutical and hospitality sectors are most promising. They, in turn, business drivers or growth. "We are looking for vertical markets that are not as strong and seek the full optimization of these vertical markets," he concludes. In short words, it would be looking to strengthen geographic, product category wise and prudent use of vertical customers.
A new initiative called "Canon Image Express "covers 20 states and cities in 38 years, with the aim of reaching the level II and III markets Canon has been the focus to capture a greater market share. Will travel continuously for 266 days and more than 18,000 miles. Konishi said, "Canon Image Express is a very important campaign for Canon as our goal is to have a stronger foothold in the emerging small cities in India. This show of innovative road city will reach 5 million customers during the extensive tour of India. "
The journey continues …
In the last twelve years its history of growth of India, Canon wide range of the latest digital imaging products supported by a trained sales force across the country has become in its key differentiator. Quite rightly, Canon is practically moving its corporate philosophy called kyosei. Canon redefines as "All people regardless of race, religion or culture, harmony, live and work together in the future. "
About the Author
varindia-Frontline IT magazine
http://www.varindia.com/June2010_VarCorporate.htm
Snorkeling in St. John, United States Virgin Islands
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