Four Focused Strategies
- Strategy 1
- Strategy 2
- Strategy 3
- Strategy 4
To become a business group esteemed by customers, NYK requires a differentiation strategy that maximizes the NYK Group's advantages. “More Than Shipping 2013” places emphasis on four strategies.
Strategy 1: Leverage logistics capabilities: effectively capture Asia's growing transportation needs
Minimizing the impact of market volatility
The Lehman Shock caused containerized cargo to halve, and the NYK Group thus recognized the importance of being prepared for such events. The NYK Group aims to balance the container business's growth and stability by decreasing the large procurements required for maintaining a fixed vessel fleet over a long term, and instead utilizing short-term chartered vessels and increasing cargo forwarding.
The key is ocean forwarding. The NYK Group aims to reach 1 million TEUs (twenty-foot equivalent units) by fiscal 2013 and become one of the world's leading competitors.
Strengthen sales capabilities
Customers no longer simply need separate traditional services that are high-quality and cost competitive. Increasingly, they are seeking companies that can organically link shipping, air, land transportation, and warehousing services. The key to being selected by customers is contract logistics.
In 2010, we integrated NYK Logistics and Yusen Air & Sea Service Co. Ltd. (YAS) to establish Yusen Logistics as a new group company dovetailing the strengths of the two former companies and offering a varied menu of services. Maximizing use of the NYK Group's long-held services - including warehousing, distribution, and customs clearance - will allow the company to differentiate itself from other shipping companies and better respond to customers' needs.
Also, having identified Asia as a priority region that promises growth in container cargo because it is a manufacturing region and a consumer market, we will concentrate efforts on claiming a share of Asia's cargo movements.