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April 6, 2007

New Medium-Term Business Plan Outline of “Yamaha Growth Plan 2010”

To follow the medium-term business plan “YSD50,” which ended on March 31, 2007, Yamaha has announced a new medium-term business plan, “Yamaha Growth Plan 2010,” which will cover the three-year period from fiscal 2008 (ending March 31, 2008) through fiscal 2010. The new plan sets basic management policies, key strategies, and numerical objectives.

Under the new medium-term business plan, current business domains have been redefined into two major areas, “The Sound Company” and the “Diversification” business domain.

Yamaha has positioned “The Sound Company” business domain as a growth area and will actively invest management resources in this domain with the aims of further strengthening its core musical instrument business and aiming for expansion of its sound, audio, and network businesses. On the other hand, businesses in the “diversification” business domain will work to consolidate their industry positions and substantially increase earning power to contribute to the corporate value of the Yamaha Group through healthy business management.

For the final year of the plan in March 2010, Yamaha has set a goal of consolidated net sales of ¥590.0 billion, operating income of ¥45.0 billion, and ROE of 10%.

1. Review of the Previous “YSD50” Plan

Under the “YSD50” plan, Yamaha set goals for the final year of the plan of ¥590.0 billion for consolidated net sales, ¥50.0 billion for operating income, ¥34.0 billion for net income, and ROE of 10%. According to the outlook announced on February 7, Yamaha is expected to report performance below the plan targets with net sales of ¥542.5 billion, operating income of ¥26.0 billion, net income of ¥30.5 billion, and ROE of 9.2%. Regarding the goal of reducing interest-bearing debt effectively to zero, Yamaha attained this goal in the first year of the plan as progress was made toward improving its financial position.

In the musical instruments segment, both sales and operating income were below planned levels, but in the professional audio equipment business, where growth was anticipated, sales increased as planned. In addition, in the Chinese market, Yamaha made steady progress in strengthening its sales network, and was able to expand its market share in growing markets, mainly in Asia, and in the South Korean market, which is mature, as well. In the Japanese market, Yamaha made improvements in its stores to draw more customers and steadily strengthened its music teaching facilities, especially those for adults and music schools, located in suburban areas.
In the AV equipment segment, sales principally in Japan, Europe, and China were stagnant, and net sales and operating income were substantially below the plan’s targets. In other areas, in the semiconductor segment, the volume of sales and unit prices of LSI sound chips for mobile phones showed a larger decline than expected, and growth in other devices was below anticipated levels. On the other hand, in the recreation segment, lackluster sales performance continued, and recovery is not yet in sight. To reallocate its resources under the policy of focus and concentrating, Yamaha made the decision to sell four of its resort facilities.

2. Outline of the New Medium-Term Business Plan
1) Basic stance: Building on the financial position strengthened under the “YSD50” plan, shift to a growth phase
 
2) Title of the plan:Yamaha Growth Plan 2010
(Covering the three-year period from fiscal 2008 to 2010)
 
3) Redefinition of business domains:
Under “YSD50,” Yamaha divided its businesses into three domains: (1) Core businesses, (2) Lifestyle-related & leisure, and (3) Electronic parts and materials. Under the new plan, Yamaha will redefine and divide its businesses into two domains as follows:
     The Sound Company business domain: Businesses where Yamaha will aggressively pursue growth: Musical instruments/audio/music entertainment, AV equipment, sound networks, and semiconductors

Diversification” business domain: Businesses that will contribute to building the Yamaha Group’s corporate value through sound business operation are: Lifestyle-related products, the productive technology area (FA/metallic molds/components), recreation, and golf products
 
4) Growth strategy for each business domain
 
Growth in “The Sound Company” Business Domain
1. Expand piano business through new initiatives:
  • Offer a total range of pianos that customers want, both acoustic and digital
2. Rebuild platform for the guitar business growth:
  • Enhance craftsmanship and stabilize quality
  • Development and marketing of products through an artistic service center in North America
  • Concentrate resources on development of component technologies in the electric acoustic guitar field
3. Realignment and strengthening of acoustic musical instrument manufacturing bases in China, Japan, and Indonesia
4. Expand music entertainment business through realignment and integration of the related business:
  • Support amateur activities, help in identifying and nurturing artists. Integrated management of content production and supply
5. Maintain the No. 1 position in digital mixers, expand product field in sound output devices (speakers, amplifiers, etc.) and expand business field:
  • Expand target market using the technology and marketing force developed in the commercial audio (CA) field
6. Growth in AV equipment and sound network businesses:
  • Pursue growth in the medium-to-high class hi-fi products and front surround speaker field
  • Establish a position in the desktop audio genre
  • Establish a business unit for IP conferencing systems
7. Turnaround in semiconductors business:
  • Bolster the business of LSI sound chips for mobile phones
  • Strengthen analog/hybrid/MEMS technology to develop devices with a strong competitive edge (Improve competitiveness of silicon microphones and digital amplifiers)
8. Growth in emerging markets:
  • China: Establish sales network and marketing for musical instruments
  • Russia: Expand sales through establishment of subsidiary in Russia
9. Strategic M&A and Active Formation of Alliances:
To identify growth opportunities, principally in “The Sound Company” business domain, Yamaha will actively consider and forge alliances with the optimal partners, and capabilities of units within Yamaha responsible for these activities will be strengthened
 
“Diversification” Business Domain
1. Policy of select and focus in the recreation segment:
  • Tsumagoi Co., Ltd.: Create a facility that embodies the concept of Yamaha as a sound and music company
  • Katsuragi Co., Ltd.: Contribute to Yamaha Group corporate value by offering the highest levels of service
2. Strengthening lifestyle-related products segment:
  • Reorganize and enhance product structure into three business units
  • Reduce costs through improvement in productivity and make active use of and strengthen showrooms
3. Realignment and reinforcement of the productive technology area business:
  • Achieve further growth in FA/metallic molds/components businesses by concentrating related activities in Yamaha Fine Technologies Co., Ltd. (YFT)
  • Improve profitability through the shifting of the automobile interior wood components business to YFT
5) Principal Numerical Targets
  Yamaha Group “The Sound Company”
Net sales ¥590 billion ¥493 billion
Operating income ¥45 billion ¥39.5 billion
ROE 10% -
Free cash flow (3 years) ¥55 billion -

For further information, please contact

Yamaha Corporation

Public Relations Division,
Public & Investor Relations Group

TEL. +81-3-5488-6601
FAX. +81-3-5488-5060

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