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A. Case Abstract
Nikon is one of the world's driving providers of items and arrangements in light of
cutting edge pick gadgets and accuracy advancements. Nikon is renowned overall for its
advanced and film cameras, optics, magnifying lens, ophthalmic focal points and other
imaging items like Nikon's submerged film cameras. They likewise make an entire scope
of different items excessively, for example, made gear used to manufacture the
semiconductors tracked down in your PC and cell phone, and that they cause estimating
instruments that to recognize minute imperfections in electronic parts. Nikon advances
add to individuals' lives in manners you might very well never have envisioned. Nikon's
rivals are Canon, Casio, Kodak, Sony, Pentax, Panasonic, Fujifilm, and Olympus. Among
them Nikon's significant opponent is Canon, who are likewise settled in Tokyo.

A. Vision Statement 
“Unlock the future with the power of light”
Releasing the boundless conceivable outcomes of light. Endeavoring to light up the
human experience. Centered, with reason, on a superior future for all.

A. Mission Statement

To perceive what clients need from imaging today and tomorrow and to authorize them
through pictures to understand their fantasy.

D.   External Audit
 
CPM - Competitive Profile Matrix MARION
 

Nikon  Canon ASML Holding

Critical Success Weight Rating Weighted Rating Weighted Rating Weighted

Factors Score Score Score

Advertising/ 0.11 3 0.33 4 0.44 2 0.22

Branding
 Market Penetration 0.07 3 0.21 4 0.28 2 0.14

Customer Service 0.08 4 0.32 2 0.16 3 0.24

Global Expansion 0.06 2 0.12 3 0.18 1 0.06

R&D  0.13 2 0.26 4 0.52 3 0.39

Employee 0.07 4 0.28 3 0.21 2 0.14

Dedication

Financial Profit  0.08 1 0.08 4 0.32 2 0.16

Customer Loyalty  0.09 4 0.36 3 0.27 2 0.18

Market Share 0.08 1 0.08 4 0.32 2 0.16

Product Quality 0.12 4 0.48 2 0.24 3 0.36

Top Management  0.04 3 0.12 4 0.16 1 0.04

Price 0.07 1 0.07 4 0.28 3 0.21

Competitiveness 

TOTALS 1.00 2.71 3.38 2.30

 
Based on the CPM Matrix, Nikon’s top competitor, Canon, got the highest total than Nikon and
ASML Holding. But Nikon is trying to strive more and will strive even more if they make or do
more strategies that will help Nikon to be better than Canon and other competitors. 

OPPORTUNITIES
1.     In the segment of Imaging Products, the market of interchangeable lens digital
cameras is continuously growing.
2.     More product offering.
3.     Nikon’s presence in the global market is expanding.
4.     Trying to diversify more to have more profitable areas.
5.     Nikon has products that are related to the health and medical field. 
THREATS
1.     Competition with one of the top three digital camera producers which is
Canon and Sony.
2.     People can have a high-quality picture using smartphones.
3.     Shrinking of compact digital cameras which cause decrease in prices because
of smartphones with built in cameras. 
4.     Canon is fourfold larger and more profitable than Nikon.
5.     Customers prefer smartphone cameras for everyday needs. 
External Factor Evaluation (EFE) Matrix 

Key External Factors Weight Rating Weighted

Score

OPPORTUNITIES

1.     In the segment of Imaging Products, the market of 0.05 2 0.10

interchangeable lens digital cameras is continuously growing.

2.     More product offering. 0.01 2 0.02

3.     Nikon’s presence in the global market is expanding. 0.07 2 0.14

4.     Trying to diversify more to have more profitable areas. 0.08 2 0.16

5.     Nikon has products that are related to the health and 0.08 2 0.16
medical field. 

THREATS

1.     Competition with one of the top three digital camera 0.08 2 0.16
producers which is Canon and Sony.

2.     People can have a high-quality picture using smartphones. 0.08 2 0.16

3.     Shrinking of compact digital cameras which cause 0.01 3 0.03

decrease in prices because of smartphones with built in
cameras. 

4.     Canon is fourfold larger and more profitable than Nikon. 0.02 1 0.02

5.     Customers prefer smartphone cameras for everyday 0.05 2 0.10

needs. 

Total .53 1.05

The table shows the external concerns of Nikon, yet it confronts significant risks, as shown by
EFEM ratings of 1. Nonetheless, companies should update their prospects on a regular basis in
order to sustain or maybe minimize the hazards that their firm will confront eventually.
E. Internal Audit 

STRENGTHS 
1.     Known worldwide for its digital and film cameras, and other products such as
binoculars, microscopes, and ophthalmic lenses. 
2.     Introduce two cameras with multifunctional, high-power zoom, Wi-Fi connectivity,
and with GPS.
3.     Nikon created 2 movies, “The Day” & “Tears” to share the company’s story which is
good advertising and branding.
4.     Nikon’s sales in fiscal 2013 increased 10.0% to 1.01 trillion yen. 
5.     In fiscal 2013, Nikon’s revenues came up at 10.0% which is 1.01 trillion yen. 
6.     Nikon is one of the top digital camera producers worldwide. 
7.     Maintaining the 21% share from the global market.
8.     The Imaging product segment includes digital cameras, a segment that accounts for
91.8% of revenues.
9.     Operates from a strategic business unit (SBU) organizational structure by product.
10.  Nikon has 4 business segments: Precision Equipment, Imaging, Instruments, &
Other. 
11.  Strong workforce.
WEAKNESSES
1.     Lack of gender diversity in the executive team. 
2.     Precision equipment sales decreased at 28%, instruments decreased at 3.5%, and
other segments decreased at 2.7% that impacted the Imaging products at 29% to 751
billion yen.
3.     Net income decreased at 28.5%.
4.     Nikon benefits from a weak yen because most revenues are from outside of Japan. 
5.     Company’s vision and mission are inexplicit. 
6.     43% declined in compact digital cameras from global shipments. 
7.     Low-to-no-growth compact camera business.
Internal Factor Evaluation (IFE) Matrix 

Key Internal Factors Weight Rating Weighted

Score

STRENGTHS

1.     Known worldwide for its digital and film cameras, and 0.06 4 0.24
other products such as binoculars, microscopes, and
ophthalmic lenses. 

2.     Introduce two cameras with multifunctional, high-power 0.07 4 0.28

zoom, Wi-Fi connectivity, and with GPS.

3.     Nikon created 2 movies, “The Day” & “Tears” to share the 0.03 4 0.12
company’s story which is good advertising and branding.
 4.     Nikon’s sales in fiscal 2013 increased 10.0% to 1.01 0.08 4 0.32
trillion yen. 

5.     In fiscal 2013, Nikon’s revenues came up at 10.0% which 0.06 4 0.24

is 1.01 trillion yen. 

6.     Nikon is one of the top digital camera producers 0.05 3 0.15

worldwide. 

7.     Maintaining the 21% share from the global market. 0.06 4 0.24

8.     The Imaging product segment includes digital cameras, a 0.07 3 0.21

segment that accounts for 91.8% of revenues.

9.     Operates from a strategic business unit (SBU) 0.05 3 0.15

organizational structure by product.

10.  Nikon has 4 business segments: Precision Equipment, 0.06 4 0.24

Imaging, Instruments, & Other. 

11.  Strong workforce. 0.05 4 0.20

WEAKNESSES

1.     Lack of gender diversity in the executive team.  0.02 2 0.04

2.     Precision equipment sales decreased at 28%, instruments 0.03 2 0.06

decreased at 3.5%, and other segments decreased at 2.7% that
impacted the Imaging products at 29% to 751 billion yen.

3.     Net income decreased at 28.5%. 0.03 2 0.06

4.     Nikon benefits from a weak yen because most revenues are 0.02 2 0.04
from outside of Japan. 

5.     Company’s vision and mission are inexplicit.  0.05 1 0.05

6.     43% declined in compact digital cameras from global 0.04 1 0.04

shipments. 

7.     Low-to-no-growth compact camera business. 0.07 1 0.07

Total 0.90 2.75

Nikon is performing fair better than expected on inside issues, yet ought to consider denying
its instruments fragment. In any case, they need a great deal of progress to keep up to their rivals,
it is not still adequate however they got genuinely normal no money manager will battled on
fairstage the hold back nothing". Change is steady consequently they ought to   proceed to
investigate and make their items more special and be picked as the best camera creation in the
world. 
 

F. SWOT Strategies 

SO Strategies
1. Build one additional imaging manufacturing plant outside of Japan to increase sales.

2.Launch television campaign for 2012 in the Middle Kingdoms of China. (S4, 07)

3. Partner with other Phone Brands to release "Nikon" branded camera lenses. 

4. Increase capacity output of semiconductor production machines.

WO Strategies
1. Hire more new executives to sit on the Board of Directors.

2. Increment Research and development 20% for Instruments for medical services
field to exploit need and broaden pay.

3. Make a versatile application site to buy cameras through a web based business. 

4. Assemble one new assembling plant for DSLR hardware in Europe.

ST Strategies
1. Stop imaging creation in Thailand and change tasks to existing European
producing plants. 

2.Lower camera costs in East India by 5% to stay over Ordinance's cost range. 

3. Offer extra investment opportunities for workers in Research and development as

impetus to stay with Nikon. 

4. Wipe out utilization of contention materials to continue to exist brand picture and
social obligation. 

WT Strategies

1.Strip Instruments fragment and request Apple speculation for chip research and
advancement for Accuracy Gear fragment. 

2. Make a situation for VP over worldwide regulation to restrict claims and

encroachments. 

3. Limit imaging creation limit in Thailand, and send off creation site in existing
 European plant. 

4. Upgrade preparing for upper administration for the possible development into
chief. 

These strategies will help the company to grow more. Describes how a company does business in
general. Strategic analysis aids in determining the organization's mood and whether or not the
organization's goals and objectives can be reached.

G. SPACE Matrix 
Financial Position (FP) Stability Position (SP)

Return on Investment  2 Rate of Inflation -7  

Leverage 5 Technological Changes -7

Liquidity 4 Price Elasticity of Demand -3

Working Capital 4 Competitive Pressure -6

Cash Flow 3 Barriers to Entry into Market -3

Average 3. Average -5.2

6

Competitive Position (CP) Industry Position (IP)

Market Share  -4 Growth Potential Financial Stability 4

 Product Quality -4 Financial Stability 4

Customer Loyalty -3 Ease of Entry into Market 4

Technological know-how -2 Resource Utilization 5

Control over Suppliers and Distributors -2 Profit Potential 4

Average -3 Average 4.2

Y-axis: FP + SP = 3.6 + (-5.2) = -1.6

X-axis: CP + IP = (-3) + 4.2 = 1.2

This shows that the Nikon Corporation is on the Competitive Quadrant of SPACE Matrix,
because of the Canon who is larger and profits more than Nikon. However, its SPACE Matrix
shows how Nikon is trying to compete with its competitors by using different strategies. 

H. BCG Matrix
Nikon is in an industry where sales are slowing as smartphones replace cameras. Canon is a
formidable financial and market competitor. Nikon has maintained its commitment to using the
highest-quality optics available, but how well it will perform remains to be seen.

I. Grand Strategy Matrix 

The Grand Strategy Matrix shows that Nikon is in the Quadrant 4, for its slow progress on sales
because of smartphones with built in cameras that are more convenient to consumers. And
because of Canon, who profits more and larger than Nikon which makes Canon a strong
competitor of Nikon. 

J. The Internal - External (IE) Matrix 

 

From all the segments of Nikon, the Imaging Products gains the highest, followed by the
Precision Equipment, then Instruments. This presents the Nikon’s development or growth and
based on the Matrix, the Imaging Products brings best growth from all the segments of Nikon.

K. Summary of Results

TOWS Matrix SPACE BCG GSM IE TOTALS

L. QSPM 

Partner with Increment Research

other Phone and development 20%
Brands to for Instruments for
release "Nikon" medical services field to
branded camera exploit need and
lenses. broaden pay.

Key Factors Weight AS TAS AS TAS

OPPORTUNITIES

1.     In the segment of Imaging 0.05 2 0.10 4 0.20

Products, the market of
interchangeable lens digital cameras is
continuously growing.

2.     More product offering. 0.01 4 0.04 2 0.02

3.     Nikon’s presence in the global 0.07 2 0.14 4 0.28

market is expanding.

4.     Trying to diversify more to have 0.08 2 0.16 4 0.32

more profitable areas.

5.     Nikon has products that are related 0.08 1 0.08 3 0.24

to the health and medical field. 

THREATS

1.     Competition with one of the top 0.08 3 0.24 1 0.08

three digital camera producers which
is Canon and Sony.

2.     People can have a high-quality 0.08 3 0.24 1 0.08

picture using smartphones.

3.     Shrinking of compact digital 0.01 1 0.01 1 0.01

cameras which cause decrease in
prices because of smartphones with
built in cameras. 

4.     Canon is fourfold larger and more 0.02 0 0.00 0 0.00

profitable than Nikon.

5.     Customers prefer smartphone 0.05 2 0.10 1 0.05

cameras for everyday needs. 

TOTAL 1.11 1.28

STRENGTHS

1.     Known worldwide for its digital 0.06 2 0.12 1 0.06

and film cameras, and other products
such as binoculars, microscopes, and
ophthalmic lenses. 

2.     Introduce two cameras with 0.07 1 0.07 1 0.07

multifunctional, high-power zoom,
Wi-Fi connectivity, and with GPS.

3.     Nikon created 2 movies, “The 0.03 0 0.00 0 0.00

Day” & “Tears” to share the
company’s story which is good
advertising and branding.

4.     Nikon’s sales in fiscal 2013 0.08 3 0.24 2 0.16

increased 10.0% to 1.01 trillion yen. 

5.     In fiscal 2013, Nikon’s revenues 0.06 3 0.24 2 0.16

came up at 10.0% which is 1.01
trillion yen. 

6.     Nikon is one of the top digital 0.05 2 0.10 1 0.05

camera producers worldwide. 

7.     Maintaining the 21% share from 0.06 2 0.12 2 0.12

the global market.

8.     The Imaging product segment 0.07 2 0.14 1 0.07

includes digital cameras, a segment
that accounts for 91.8% of revenues.

9.     Operates from a strategic business 0.05 2 0.10 1 0.05

unit (SBU) organizational structure by
product.

10.  Nikon has 4 business segments: 0.06 3 0.18 1 0.06

Precision Equipment, Imaging,
Instruments, & Other. 

11.  Strong workforce. 0.05 0 0.00 0 0.00

WEAKNESSES

1.     Lack of gender diversity in the 0.02 0 0.00 0 0.00

executive team. 

2.     Precision equipment sales 0.03 3 0.09 1 0.03

decreased at 28%, instruments
decreased at 3.5%, and other segments
decreased at 2.7% that impacted the
Imaging products at 29% to 751
billion yen.

3.     Net income decreased at 28.5%. 0.03 0 0.00 0 0.00

4.     Nikon benefits from a weak yen 0.02 0 0.00 0 0.00

because most revenues are from
outside of Japan. 

5.     Company’s vision and mission are 0.0.5 0 0.00 0 0.00

inexplicit. 

6.     43% declined in compact digital 0.04 0 0.00 0 0.00

cameras from global shipments. 

7.     Low-to-no-growth compact 0.07 0 0.00 0 0.00

camera business.

SUBTOTAL 1.47 0.83

SUBTOTAL ATTRACTIVENESS 2.58 2.11

SCORE

M. Recommendations
Create more strategies that will help the company to strive more and compete more. Also, to
lessen the threats and weaknesses of Nikon. Having collaboration with other companies
especially phone companies and health and medical related companies to have more profits. And
to have an advantage as well between Nikon’s competitors.

N. Implementation Plan GELO

O. Monitoring and Controls Plan. GELO