CHAPTER-1

HISTORY:

Hitachi, Ltd. Kabushiki-gaisha Hitachi Seisakusho)(Japanese pronunciation: is a

Japanese multinational conglomeratecompany headquartered in Chiyoda, Tokyo, Japan. It
is the parent company of the Hitachi Group (Hitachi Gurūpu) and forms part of the DKB
Group of companies. Hitachi is a highly diversified company that operates eleven business
segments: Information & Telecommunication Systems, Social Infrastructure, High
Functional Materials & Components, Financial Services, Power Systems, Electronic
Systems & Equipment, Automotive Systems, Railway & Urban Systems, Digital Media &
Consumer Products, Construction Machinery and Other Components & Systems.

Hitachi is listed on the Tokyo Stock Exchange and is a constituent of the Nikkei
225 and TOPIX indices. It is ranked 38th in the 2012 Fortune Global 500 and 129th in the
2012 Forbes Global 2000.
MISSION
To bring together a range of world class simulation, information & control products,
together with advanced traffic management systems, to positively impact the safety,
performance and capacity challenges faced by railway networks.

VISION
Through the delivery of integrated systems, business solutions and digital technologies, we
will contribute to society with safer and more efficient railway operations.
Objectives
Tata Hitachi (THCM) has identified Corporate Social Responsibility (CSR) as on one of
the Key Business Process.
Tata Hitachi is committed to improving the quality of life of its identified communities
located in and around the units of its operations. It shall strive to achieve this through
periodical assessment of the needs of its communities and the continuous enrichment of
the initiatives, designed to facilitate a process through which Tata Hitachi and its
communities shall work as equal partners of social development.
Tata Hitachi shall also strive to provide opportunity to its employees to volunteer their
managerial, technical and specialized skills and services in order to enrich their lives, as
well as to enable the company achieve its stated social responsibility of building strong
communities, in creating a sustainable environment in and around its facilities.
ON Board Members HITACHI
Name
Relationships Title Age
(Connections)

Hiroaki 22 Relationships Representative Exec. Officer & Chairman 71

Nakanishi

Toshiaki 19 Relationships Representative Exec. Officer, President, CEO 62

Higashihara & Director

Keiji Kojima 19 Relationships Senior VP & Exec. Officer 61

Alistair Dormer 30 Relationships Senior VP & Exec. Officer 54

Masakazu Aoki 34 Relationships Executive VP, Executive Officer & GM of 63

Industrial Equipment Management Division

Shutoku 28 Relationships President of New Consumer Business Group --

Watanabe Company and Director of New Consumer
Business Group Company

Kenichi Kokubo 19 Relationships VP & Exec. Officer 62

Makoto 19 Relationships Deputy GM of Global Elevator & Escalator --

Nagashima Division - Building Systems Business Unit
and Director

Other Board Members On Board Members

Type of
Name
Relationships Board Primary Company Age
(Connections)
Members
 Type of
Name
Relationships Board Primary Company Age
(Connections)
Members

Takashi 103Relationships Chairman Babcock-Hitachi K.K. 78

Kawamura Emeritus

Harufumi 32Relationships Member of Tokyo Small and Medium 68

Mochizuki the Board of Business Investment &
Directors Consultation Co., Ltd.

Hiroaki 30Relationships Member of KPMG AZSA LLC 60

Yoshihara CPA the Board of
Directors

Toyoaki 32Relationships Member of Hitachi, Ltd. 65

Nakamura the Board of
Directors

George Buckley 152Relationships Member of Arle Capital Partners 70

the Board of Limited
Directors

Liat Yeo 95Relationships Member of Asian Scientist Publishing 71

the Board of Pte. Ltd.
Directors

Cynthia Carroll 52Relationships Member of Hitachi, Ltd. 61

BSc (Geology), the Board of
MSc (Geology), Directors
MBA

Sadayuki 49Relationships Member of Toray Industries, Inc. 74

the Board of
 Type of
Name
Relationships Board Primary Company Age
(Connections)
Members

Sakakibara Directors

Adele Pentland 21Relationships Member of PayPal Holdings, Inc. 45

the Board of
Directors

Babasaheb 120Relationships Member of Bharat Forge Limited 68

Kalyani the Board of
Directors

Takatoshi 21Relationships Member of Casio America, Inc. 65

Yamamoto the Board of
Directors

Kazuyuki Tanaka 31Relationships Member of Hitachi Chemical Co. 64

the Board of America, Ltd.
Directors

\
LOCATIONS
Sapporo Mitsui JP Building, 4-1, Kita 2 Jonishi, Chuo-ku, Sapporo-
Hokkaido Area
shi, Hokkaido, 060-0002, Japan  Map
Operation
Tel.:+81-11-261-3131

Higashi Nibancho Square, 4−1−25, Ichibancho, Aoba-ku,Wendai-shi,

Tohoku Area
Miyagi-ken, 980-8531, Japan  Map
Operation
Tel.:+81-22-223-0121

Marunouchi Center Building, 1-6-1, Marunouchi, Chiyoda-ku,

Kanto Area
Tokyo, 100-8220, Japan  Map
Operation
Tel.:+81-3-3258-1111

Yokohama Mitsui Building, 1-1-2, Takashima, Nishi-ku, Yokohama-

Yokohama Area
shi, Kanagawa-ken, 220-0011, Japan  Map
Operation
Tel.:+81-45-650-8500

12F UrbanPlace, 18-7, Ushijimacho, Toyama-shi, Toyama-ken, 930-

Hokuriku Area
0858, Japan  Map
Operation
Tel.:+81-76-433-8511

Ootsu-Dentsu Building, 3−17−12, Sakae, Naka-ku, Nagoya-shi,

Chubu Area
Aichi-ken, 460-8435, Japan  Map
Operation
Tel.:+81-52-243-3111

Nakanoshima Festival Tower, 2-3-18, Nakanoshima, Kita-ku, Osaka-

Kansai Area
shi, Osaka-fu, 530-0005, Japan  Map
Operation
Tel.:+81-6-4796-4111

Hiroshima-Fukuromachi Building, 5−25, Fukuromachi, Naka-ku,

Chugoku Area
Hiroshima-shi, Hiroshima-ken, 730-0036, Japan  Map
Operation
Tel.:+81-82-541-4111

 Map
 

CHAPTER-2

Achievements
(1)

A. Tonomura, A. Fukukhara, H. Watanabe and T. Komoda, "Optical

Reconstruction of Image from Fraunhofer Electron-Hologram," Jpn. J. Appl. Phys.
7 (1968): 295.

1968Demonstrated the possibility of holography with an electron beam

(2)

A. Tonomura, T. Matsuda, J. Endo, H. Todokoro and T. Komoda, "Development

of a Field Emission Electron Microscope," J. Electron Microsc. 28 (1979): 1-11.

1978Put electron holography to practical use by developing a "coherent" field-

emission electron microscope

(3)

A. Tonomura, T. Matsuda, J. Endo, T. Arii and K. Mihama, "Direct Observation of

Fine Structure of Magnetic Domain Walls by Electron Holography," Phys. Rev.
Lett. 44 (1980): 1430-1433.

1980Invented a method of directly observing microscopic magnetic lines of force

as electron phase contours.

(4)
 A. Tonomura, T. Matsuda, R. Suzuki, A. Fukuhara, N. Osakabe, H. Umezaki, J.
Endo, K. Shinagawa, Y. Sugita and H. Fujiwara, "Observation of Aharonov-Bohm
Effect by Electron Holography," Phys. Rev. Lett. 48 (1982): 1443-1446.

1980-83Produced evidence for the Aharonov-Bohm effect using transparent

toroidal magnets

(5)

A. Tonomura, T. Matsuda, T. Kawasaki, J. Endo and N. Osakabe, "Sensitivity-

Enhanced Electron-Holographic Interferometry and Thickness-Measurement
Applications at Atomic Scale," Phys. Rev. Lett. 54 (1985): 60-62.

1985Developed a method to measure electron phase shifts as precisely as 1/50 of

2π .

(6)

 A. Tonomura, N. Osakabe, T. Matsuda, T. Kawasaki, J. Endo, S. Yano and H.

Yamada, "Evidence for Aharonov-Bohm Effect with Magnetic Field Completely
Shielded from Electron Wave," Phys. Rev. Lett. 56 (1986): 792-795.
 A. Tonomura, "Applications of electron holography," Rev. Mod. Phys. 59 (1987):
637-669.
 M. Peshkin and A. Tonomura. 1989. The Aharonov-Bohm Effect. Heidelberg:
Springer-Verlag.

1986Established the physical reality of gauge fields by producing definitive

evidence for the Aharonov-Bohm effect using toroidal magnets covered with
superconductors.

(
7
)

 T. Matsuda, S. Hasegawa, M. Igarashi, T. Kobayashi, M. Naito, H. Kajiyama, J.

Endo, N. Osakabe, A. Tonomura and R. Aoki, " Magnetic Field Observation of a
 Single Flux Quantum by Electron-Holographic Interferometry," Phys. Rev. Lett.
62 (1989): 2519-2522.
 A. Tonomura, "Electron-holographic interference microscopy," Adv. Phys. 41
(1992): 59-103.

1989Directly observed the magnetic lines of individual vortices penetrating

superconductors.

(
8
)

A. Tonomura, J. Endo, T. Matsuda, T. Kawasaki and H. Ezawa, "Demonstration of

Single-Electron Buildup of an Interference Pattern,"Amer. J. Phys. 57 (1989)
pp.117-120.
 AWARDS

The Emerson Cup - For Product Innovation in Air Conditioning-2016

Frost & Sullivan - Product Leadership - India Air Conditioners Market - 2014

Frost & Sullivan - Voice of Customer Awards (Best Brand - Split AC) 2013 & 2014

Voice Of Customer Award 2013

ISO 14001- 2015 Environment Management System (EMS) Certified


SUBSIDIES AND REGULATIONS:
A subsidy is a form of financial aid or support extended to an economic sector
(or institution, business, or individual) generally with the aim of promoting economic and
social policy.[1] Although commonly extended from government, the term subsidy can
relate to any type of support – for example from NGOs or as implicit subsidies. Subsidies
come in various forms including: direct (cash grants, interest-free loans) and indirect (tax
breaks, insurance, low-interest loans, accelerated depreciation, rent rebates).[2][3]

Furthermore, they can be broad or narrow, legal or illegal, ethical or unethical. The most
common forms of subsidies are those to the producer or the consumer.
Producer/production subsidies ensure producers are better off by either supplying market
price support, direct support, or payments to factors of
production.[4] Consumer/consumption subsidies commonly reduce the price of goods and
services to the consumer. For example, in the US at one time it was cheaper to buy
gasoline than bottled water.[5]

Whether subsidies are positive or negative is typically a normative judgment. As a form of

economic intervention, subsidies are inherently contrary to the market's
demands.[needed] However, they can also be used as tools of political and corporate
cronyism.
Procurement policy
Partnership At Hitachi we fully realize the value of developing trusting
policy relationships with our valued suppliers.

Our open-door Regardless of whether a supplier is a domestic or overseas

policy company, we do our utmost to insure free competition.

Fair business
It is our policy to always maintain a fair business relationship
relationship
with all of our suppliers.
policy

We evaluate and select suppliers based upon criteria such as

Selection of
quality, price, lead time, quality of management, technical
suppliers policy
standards and abilities.

Our policy for We attend to all suppliers' offers sincerely, and are willing to
sharing offer necessary information to suppliers. At the same time, we
information and realize that suppliers' offers supply us with confidential or
maintaining sensitive information. We always endeavor to maintain and
confidentiality keep such information strictly confidential.
 COMPETITORS

 FUJITSU LIMITED

 PANASONIC CORPORATION

 TOSHIBA CORPORATION
EMPLOYERS

A Note of Caution to All Job Seekers

A Note of Caution to All Job Seekers about a Fraudulent Job Recruitment Email
Circulating in India

It has come to our attention that a fraudulent job recruitment email has been circulating
in India, notifying job seekers of shortlisting and interviews in return for a refundable
deposit.

Please note that Hitachi will never request for monetary deposits (whether refundable or
not) in return for interviews, shortlistings or promise of appointment.

In addition, all shortlistings and job interviews are communicated via phone calls,
followed by an email via an official Hitachi email address.

Hitachi India Pvt. Ltd has reported this scam to the India police authorities. We urge all
job seekers to be wary of interview invitations via free mails such as Gmail, Hotmail,
Yahoo, etc.
Facilities Management
Hitachi Sunway provides facilities management and maintenance management service for
site infrastructure equipment in the Data Centers. This includes the setting up of Operation
& Maintenance (O&M) Procedures for the Data Center and management of maintenance
service for the Data Center. An overall technical support program will be developed to
integrate the internal support and the vendors’ support to ensure performance of the
critical equipment.
TRADE UNIONS

A worker activist at the Hitachi Metals factory in Guangzhou who lobbied for the
establishment of a trade union at the enterprise has been sacked, just a few days after the
company started to recruit union members.

Zhu Xiaomei had been the target of management reprisals from the moment she first stood
up for workers’ rights at the factory last year. In August of 2013, just a few months after
Zhu organized workers to demand payment of social insurance premiums, the company
reassigned her from a management position to that of attendant in the archive room and
put a surveillance camera above her desk
SHAREHOLDERS

Stock Overview

Capital Stock 458,790 million yen

Authorized: 10,000,000,000 shares

Common Stock
Issued: 4,833,463,387 shares

Number of Shareholders 354,253

Stock Exchange Listings Tokyo, Nagoya

Shareholders Composition

Percentage
Class of Number of Share
of
Shareholders Shareholders Ownership(shares)
Total(%)

Financial
Institution
and 318 1,540,569,461 31.87
Securities
Firm

Individual 349,261 1,052,183,211 21.77

Foreign
1,424 2,150,207,125 44.49
Investor
 *

Corporate social responsibility (CSR) :

corporate sustainability, sustainable business, corporate conscience, corporate

citizenship or responsible business)[1] is a type of international private business self-
regulation.[2] While once it was possible to describe CSR as an internal organisational
policy or a business strategy, that time has passed as various international laws have been
developed and various organisations have used their authority to push it beyond individual
or even industry-wide initiatives. While it has been considered a form of corporate self-
regulation[3]for some time, over the last decade or so it has moved considerably from
voluntary decisions at the level of individual organisations, to mandatory schemes at
regional, national and even transnational levels.

Considered at the organisational level, CSR is an organisational policy. As such, it must

align with and be integrated into abusiness model to be successful. With some models, a
firm's implementation of CSR goes beyond compliance with regulatory requirements, and
engages in "actions that appear to further some social good, beyond the interests of the
firm and that which is required by law".[4][5] The choices of 'complying' with the law,
failing to comply, and 'going beyond' are three distinct strategic organisational choices.
While in many areas such as environmental or labor regulations, employers may choose to
comply with the law, or go beyond the law, other organisations may choose to flout the
law. These organisations are taking on clear legal risks. The nature of the legal risk,
however, changes when attention is paid to soft law.[6] Soft law may incur legal liability
particularly when businesses make misleading claims about their sustainability or other
ethical credentials and practices. Overall, businesses may engage in CSR for strategic or
ethical purposes. From a strategic perspective, the aim is to increase long-term profits and
shareholder trust through positive public relations and high ethical standards to reduce
business and legal risk by taking responsibility for corporate actions. CSR strategies
encourage the company to make a positive impact on the environment
and stakeholders including consumers, employees, investors, communities, and
others. From an ethical perspective, some businesses will adopt CSR policies and practices
because of ethical beliefs of senior management. For example, a CEO may believe that
harming the environment is ethically objectionable.
 CHAPTER-3

Materials Processing Technologies:

Weight reduction is essential to improve vehicle performance and reduce fuel
consumption. However, improving vehicle strength is also necessary to maintain safety.
Thus, material fabrication technologies must produce materials that are both lighter and
stronger.As an example, weight reduction of metal components is increasingly achieved
by replacing forging with aluminum die casting. One such technology is semi-solid die
casting, which produces material with microscopic spherical structures and low gas
content. This material has excellent tensile strength and elongation potential. Thus, swage
fastening is possible. In addition, the material can effectively substitute for extruded
materials, since it can be molded into final form without the after-processing required for
conventional extruded materials.
 Hitachi Group Products & Services

 Information & Telecommunication Systems

 Power Systems
 Social Infrastructure: Transportation
 Social Infrastructure: Industrial Systems
 Electronic Systems & Equipment
 Electronic Systems & Equipment : Healthcare
 Construction Machinery
 High Functional Materials & Components
 Automotive Systems
 Digital Media & Consumer Products
 Financial Services
Marketing Strategy of Hitachi – Hitachi Marketing Strategy:

March 6, 2018 By Hitesh Bhasin Tagged With: Strategic Marketing Articles

Founded in 1910 by Namihei Odaira Hitachi is highly diversified conglomerate operating

in eleven businesses namely Digital Media, Consumer Products, Information and
Telecommunication Systems, Electronic Systems and Equipment, Power Systems, Social
Infrastructure & industrial systems, Construction, High Functional Materials and
Components, Transportation and Industrial Systems, Automotive systems and Financial
Services.

Segmentation, targeting, positioning in the Marketing strategy of Hitachi –

Segmentation helps in identifying the market characteristics and profiling/grouping them

accordingly. Hitachi uses different segmentation strategies for a different set of its
businesses; majorly it uses a mix of demographic & geographic segmentation strategy.

Page Contents
Differentiated targeting strategy is used by the company in order to the serve different
segment of customers accordingly.

With its vision and mission to socially connect and solve the different challenges that the
communities face across the globe, it uses value-based positioning strategy.

Marketing mix – Here is the Marketing mix of Hitachi.

Mission- “Contribute to society through the development of superior,

originaltechnology and product”

Vision- “To deliver innovations that answer society’s challenges, with the talented team
has proven experience in global market”
Revenues by Business Segment:
(Billions of yen)

The year The year The year The year The

Item ended March ended March ended March ended March ended M
31, 2013 31, 2014 31, 2015 31, 2016 31, 2017

Revenues - 1,943.9 2,034.0 2,109.3 1,982.8

Information &
Telecommunication Percentage of

Systems subtotal - 18% 19% 19% 20%

revenues

Revenues - 727.8 466.7 - -

Power Systems *1 Percentage of

subtotal - 7% 4% - -
revenues

Revenues - 1,506.2 1,599.5 2,333.1 2,331.9

Social Infrastructure Percentage of

& Industrial Systems subtotal - 14% 15% 21% 23%
revenues

Revenues - 1,117.6 1,131.6 1,127.6 1,170.3

Electronic Systems & Percentage of

Equipment subtotal - 10% 10% 10% 12%
revenues

Revenues - 802.9 815.7 758.3 753.9

Construction Percentage of
Machinery subtotal - 7% 7% 7% 7%
revenues
 Revenues - 1,385.1 1,529.4 1,564.0 1,464.6
High Functional
Materials & Percentage of
Components subtotal - 13% 14% 14% 14%
revenues

Revenues - 892.4 936.9 1,001.1 992.2

Automotive Systems Percentage of

subtotal - 8% 9% 9% 10%
revenues

Revenues - 744.0 754.2 681.0 557.3

Smart Life & Percentage of

Ecofriendly Systems subtotal - 7% 7% 6% 6%
revenues

Revenues - 1,454.9 1,274.2 1,252.7 653.7

Others (Logistics and Percentage of

Other services) subtotal - 13% 12% 11% 6%
revenues

Revenues - 342.6 356.2 365.3 179.2

Financial Services *2 Percentage of

subtotal - 3% 3% 3% 2%
revenues

Revenues - 10,917.7 10,898.9 11,192.7 10,086.3

Subtotal Percentage of
subtotal - 100% 100% 100% 100%
revenues
Strategic Pricing:
Few managers, even those in marketing, have been trained on how to develop innovative
pricing strategies, yet the need for such innovation has never been greater. Pricing strategy
involves more than picking a number to charge. It involves creating good value that can be
produced and sold profitably, communicating the benefits to potential customers,
designing price structures that reflect differences in value among different customers and
applications, managing customer expectation that prices reflect value, setting price levels
that allow the seller to capture a share of that value, and managing price competition to
achieve sustainable profitability. To create a viable pricing strategy, a firm must initiate
pricing decisions proactively, base them on an estimate of economic value, and measure
success in terms of bottom-line profit rather than just revenue or market share.

For over three decades, this book has been the most influential and highly regarded
reference for pricing professionals. New sections on today's most pressing business topics
make it an indispensable tool to improve your company's performance.

– Kevin Mitchell, president, The Professional Pricing Society, Inc

HITACHI PRODUCTS:
Our financial performance:
With £4bn of assets, over one million customers and delivering £109m of profit, Hitachi
Capital had another record breaking year in 2016/17.

In this section, you will find transparent information on Hitachi Capital’s performance,
strategy details, recent news and important announcements.

You can also access all of our current and historical financial reports.

Over the last seven years, our profit has grown 35% per year, and our assets by 20%.
BALANCE SHEET

 Cash Flow
 Ratios

 Quarterly

 Half-Yearly

 Yearly

Parameter MAR'17 MAR'16 YoY

(₹ Cr.) (₹ Cr.) %Change

EQUITY AND LIABILITIES

Share Capital 27.19 27.19 0.00%

Share Warrants & Outstandings

Total Reserves 411.80 330.76 24.50%

Shareholder's Funds 438.99 357.95 22.64%

Long-Term Borrowings 0.00 0.00 0.00%

Secured Loans 0.00 0.00 0.00%

Unsecured Loans 0.00 0.00 0.00%

Deferred Tax Assets / Liabilities -8.78 -4.46 96.89%

Other Long Term Liabilities 0.00 0.00 0.00%

Long Term Trade Payables 0.00 0.00 0.00%

Long Term Provisions 166.71 123.41 35.09%

Total Non-Current Liabilities 157.93 118.95 32.77%

Current Liabilities

Trade Payables 439.12 412.13 6.55%

Other Current Liabilities 111.37 152.14 -26.80%

Short Term Borrowings 60.00 132.79 -54.82%

Short Term Provisions 15.53 18.95 -18.08%

Total Current Liabilities 626.01 716.01 -12.57%

Total Liabilities 1,222.93 1,192.92 2.52%

ASSETS

Non-Current Assets 0.00 0.00 0.00%

Gross Block 473.81 444.96 6.48%

Less: Accumulated Depreciation 220.76 179.57 22.94%

Less: Impairment of Assets 0.00 0.00 0.00%

Net Block 253.05 265.39 -4.65%

Lease Adjustment A/c 0.00 0.00 0.00%

Capital Work in Progress 1.49 0.76 97.00%

Intangible assets under development 2.64 0.00 100.00%

Pre-operative Expenses pending 0.00 0.00 0.00%

Assets in transit 0.00 0.00 0.00%

Non Current Investments 0.00 0.00 0.00%

Long Term Loans & Advances 144.26 105.36 36.92%

Other Non Current Assets 10.89 10.89 0.00%

Total Non-Current Assets 412.33 382.40 7.83%

Current Assets Loans & Advances

Currents Investments 0.00 0.00 0.00%

Inventories 459.96 494.35 -6.96%

Sundry Debtors 283.06 279.95 1.11%

Cash and Bank 23.62 4.16 468.08%

Other Current Assets 25.22 11.37 121.88%

Short Term Loans and Advances 18.74 20.69 -9.42%

Total Current Assets 810.60 810.51 0.01%

Net Current Assets (Including Current

184.59 94.50 95.33%
Investments)
Total Current Assets Excluding Current
810.60 810.51 0.01%
Investments

Miscellaneous Expenses not written off 0.00 0.00 0.00%

Total Assets 1,222.93 1,192.92 2.52%

Contingent Liabilities 40.15 36.60 9.69%

Total Debt 60.00 160.39 -62.59%

Book Value (in ₹) 161.45 131.64 22.64%

Adjusted Book Value (in ₹) 161.45 131.64 22.64%

 CHAPTER-4

Mergers & Acquisitions (M&A):

Summary

This Hitachi, Ltd. Mergers & Acquisitions (M&A), Partnerships & Alliances and
Investments report includes business description, detailed reports on mergers and
acquisitions (M&A), divestments, capital raisings, venture capital investments, ownership
and partnership transactions undertaken by Hitachi, Ltd. since January2007.

Synopsis

This Company Mergers & Acquisitions (M&A), Partnerships & Alliances and Investments
reports offer a comprehensive breakdown of the organic and inorganic growth activity
undertaken by an organization to sustain its competitive advantage.

Key Highlights

This report includes Hitachi, Ltd.'s contact information and business summary, tables,
graphs, a list of partners and targets, a breakdown of financial and legal advisors, deal
types, top deals by deal value, detailed deal reports, and descriptions and contact details of
the partner, target, investor, and vendor

1.
 NEWSARTICLES:
Hitachi Deal Is a Signal that Italy is Open for Deal-Making

Hitachi is a credible buyer paying a full price for Finmeccanica’s rail units.

Feb. 24, 2015

2.

New Volt Will Have Improved Powertrain and Longer Range

G.M. said the major upgrades to the 2016 model would increase the car’s driving range by
up to 12 percent from the current model’s 380-mile rating.

By LINDSAY BROOKE

Oct. 28, 2014

3.

SINOSPHERE

In City of Protests, Pro-Democracy Newspaper Becomes Target

Apple Daily, the unabashedly pro-democracy newspaper, and its founder, Jimmy Lai, have
been a thorn in the side of the ruling establishment in Hong Kong.
 By MICHAEL FORSYTHE

Oct. 16, 2014

4.

Revival of Hitachi the Company Is a Detriment to Hitachi the City

After a staggering loss in 2009, the Hitachi Corporation has engineered a stunning
turnaround, costing jobs and opportunity in its home city of Hitachi, Japan.

By HIROKO TABUCHI

Dec. 28, 2012

5.
 DEALBOOK

Europeans Clear Western Digital Deal for Hitachi Unit

Western Digital has secured antitrust approval from the European Commission for its $4.3
billion acquisition of Hitachi's hard drive unit, after agreeing to sell some production
assets.

Nov. 23, 2011

6.

Japan Courts the Money in Reactors

Japanese industrial conglomerates, with the cooperation of the government in Tokyo, are
renewing their pursuit of multibillion-dollar nuclear projects, particularly in smaller
countries.

Oct. 10, 2011

7.

DEALBOOK

Sony, Hitachi and Toshiba to Merge LCD Units

6:26 p.m. | Updated

Aug. 31, 2011

8.

BUSINESS BRIEFING | MINING

Rare Earth Producer Posts Profit and Has a New Deal

Molycorp’s quarterly profit beat expectations, and Hitachi Metals, one of its business
partners announced a new supply agreement.
NEWSPAPERS AND MAGAZINES

CONTACT INFO

Business Dynamics, Business Statistics

Henrik Huusom
+45 3917 3866

hhu@dst.dk

GET AS PDF

Newspapers and Magazines

Archive

The purpose of the statistics for Daily newspapers and magazines is to illuminate the
development of the printed media and the readership of the newspapers. The statistics has,
in the period 2007-2014, reflected data from Danish Print Control, but longer time series
based on readership from Index Denmark / Gallup were launched in 2017.

STATISTICAL PRESENTATION

Daily newspapers and magazines are an annual statement of readership for different
categories of daily newspapers and magazines, based on both the number of titles and the
number of readers. The statistics is divided into publishing date, release rate, readership
interval, industry / subject and geographical coverage.

STATISTICAL PROCESSING

The statistics are based on official, industry-recognized readership measurements for the
printed media that Index Denmark / Gallup Media compiles. Data is collected by a sample
survey that includes 12,000 representative selected respondents aged 12 years and over.
Statistics Denmark's task in relation to readership for daily newspapers is only to quality
check and publish the data compiled by Index Denmark / Gallup Media. For scientific
journals and magazines, Statistics Denmark aggregates the readerships to gross coverage.
Data is tabulated for the final results published in the StatBank.
 COMPANY JOURNALS:

PER-SHARE EARNINGS, ACTUALS AND ESTIMATES

 QUARTERLY

 ANNUAL
6501 will report Q1 earnings on 08/01/2018

ACTUALANALYST RANGECONSENSUS

3020100

N/A

Q12017 Q2 Q3 Q4 Q12018 Q2

Q1 2018 Estimate Trends

¥
Current: 12.26

¥
1 month ago: 12.26

¥
3 months ago: 13.24

Q2 2018 Estimate Trends

¥
Current: 18.38

¥
1 month ago: 18.38

¥
3 months ago: 19.19

 MORE
FinancialsHitachi Ltd.

 QUARTERLY

 ANNUAL
Net Income
030B60B90B120B

Dec2016Mar2017Jun2017Sep2017Dec2017

Dec 2017 5-quarter trend

Net Income Growth +22.81%

Sales or Revenue 2.30 T

Sales or Revenue Growth +6.10%

EBITDA +263.46 B
SWOT ANALYSIS:

SWOT Analysis

1. Strong employee base of

2. Strong focus on R&D with research
3. Good customer interaction and interface with a dedicat
Hitachi Review that reports the latest developments by the c

4. Its wide product portfolio includes electronics, consumer

industrial machinery etc

5. Good marketing and brand visibility through TVCs an

events

Strengths 6. Particiaption in CSR activities like donating microscopes

Weaknesses 1. Poor financial performance in importa

 2. High operating cost and Relatively lesser net profit as com

1. Expanding global L
2. Growing market for
Opportunities 3. Mergers and acquisitions provide opportunities for levera

1. Intense competition in the smartphones and home appliances mark

Threats 2. ApprNatural disasters prone a great threat as Japan is very prone t
 CHAPTER-5

FINDINGS:

Certain statements found on this website may constitute "forward-looking statements" as

defined in the U.S. Private Securities Litigation Reform Act of 1995. Such "forward-
looking statements" reflect management's current views with respect to certain future
events and financial performance and include any statement that does not directly relate to
any historical or current fact. Such statements are based on currently available information
and are subject to various risks and uncertainties that could cause actual results to differ
materially from those projected or implied in the "forward-looking statements" and from
historical trends. Certain "forward-looking statements" are based upon current
assumptions of future events which may not prove to be accurate. Undue reliance should
not be placed on "forward-looking statements," as such statements speak only as of the
date of this document. A summary of the specific risks and uncertainties relevant to the
Company's business is set forth on the Company's
SUGGESTIONS:

Hitachi Group has launched a new Global Brand Campaign that is aligned with the management
vision based on the “2018 Mid-term Management Plan” created during the current fiscal year. The
new campaign will be rolled out simultaneously in 19 countries through various media. Under the
campaign copy “The Future is Open to Suggestions,” the goal of this campaign is to build the
brand through collaborative creation with customers and partners.

For three years starting in 2013, concurrently with the 2015 Mid-term Management
Plan, Hitachi has been rolling out the Global Brand Campaign, in which it communicates a unified
message throughout the world. These activities, which are a first for Hitachi, increase the presence
of Hitachi as a global brand,
CONCLUSION:

Hitachi Announces the Conclusion of Absorption-type Company Split Agreement

Relating to Reorganization of the System Solutions Business

2014 that it would succeed the system solutions business in the social infrastructure,
financial, and government & public sectors in Hitachi Solutions, Ltd. (“Hitachi
Solutions”) and integrate such businesses Tokyo, February 10, 2015 --- Hitachi, Ltd.
(TSE: 6501, “Hitachi”) announced on September 2, into its Information &
Telecommunication Systems Company on April 1, 2015, through an absorption-type
company split (the “Company Split”). The purpose of the transfer is to optimize its
business structure to drive further growth of the Hitachi Group’s information &
telecommunication systems business. Having concluded the

company split agreement (the “Company Split Agreement”) with Hitachi Solutions today,
Hitachi has announced matters as follows, some of which had not yet been decided in the
news release on September 2, 2014. The matters which have been decided in the Company
Split Agreement and changes since
 BIBLOGRAPHY:
http://www.hitachi.com/

https://www.hitachi-systems.com/eng/profile_eng/index.html

http://www.hitachi-systems-mc.com/about/vision-mission/

http://www.hitachi.com/corporate/about/directors/index.html

www.marketing91.com/swot-analysis-hitachi/

www.hitachicapital.co.uk