MOLX » Topics » Business Objectives and Strategies

These excerpts taken from the MOLX 10-K filed Aug 6, 2008.
Business Objectives and Strategies
 
One of our primary business objectives is to develop or improve our leadership position in each of our core connector markets by increasing our overall position as a preferred supplier and improve our competitiveness on a global scale.
 
We believe that our success in achieving industry-leading revenue growth throughout our history is the result of the following key strengths:
 
  •  Broad and deep technological knowledge of microelectronic devices and techniques, power sources, coatings and materials;
 
  •  Strong intellectual property portfolio that underlies many key products;
 
  •  High product quality standards, backed with stringent systems designed to ensure consistent performance, that meet or surpass customers’ expectations;
 
  •  Strong technical collaboration with customers;
 
  •  Extensive experience with the product development process;
 
  •  Broad geographical presence in developed and developing markets;
 
  •  Continuous effort to develop an efficient, low-cost manufacturing footprint; and
 
  •  A broad range of products both for specific applications and for general consumption.
 
We intend to serve our customers and achieve our objectives by continuing to do the following:
 
  •  Concentrate on core markets.  We focus on markets where we have the expertise, qualifications and leadership position to sustain a competitive advantage. We have been an established supplier of interconnect solutions for almost 70 years. We are a principal supplier of connector components to the telecommunications, computer, consumer, automotive and industrial electronics markets.
 
  •  Grow through the development and release of new products.  We invest strategically in the tools and resources to develop and market new products and to expand existing product lines. New products are essential to enable our customers to advance their solutions and their market leadership positions. In fiscal 2008, we generated approximately 23% of our revenue from new products, which are defined as those products released in the last 36 months.
 
  •  Optimize manufacturing.  We analyze the design and manufacturing patterns of our customers along with our own supply chain economics to help ensure that our manufacturing operations are of sufficient scale and are located strategically to minimize production costs and maximize customer service.
 
  •  Leverage financial strength.  We use our expected cash flow from operations to invest aggressively in new product development, to pursue synergistic acquisitions, to align manufacturing capacity with customer requirements and to pursue productivity improvements. We invested approximately 12% of net revenue in capital expenditures and research and development activities in fiscal 2008.
 
On July 1, 2007 we implemented a new global organizational structure that consists of five product-focused divisions and one worldwide sales and marketing organization. The new structure enables us to work more effectively as a global team to meet customer needs as well as to better leverage our design expertise and our low-cost production centers around the world. The new worldwide sales and marketing organization structure enhances our ability to sell any product, to any customer, anywhere in the world.


6


Table of Contents

Business
Objectives and Strategies



 



One of our primary business objectives is to develop or improve
our leadership position in each of our core connector markets by
increasing our overall position as a preferred supplier and
improve our competitiveness on a global scale.


 



We believe that our success in achieving industry-leading
revenue growth throughout our history is the result of the
following key strengths:


 






















































































  • 

Broad and deep technological knowledge of microelectronic
devices and techniques, power sources, coatings and materials;
 
  • 

Strong intellectual property portfolio that underlies many key
products;
 
  • 

High product quality standards, backed with stringent systems
designed to ensure consistent performance, that meet or surpass
customers’ expectations;
 
  • 

Strong technical collaboration with customers;
 
  • 

Extensive experience with the product development process;
 
  • 

Broad geographical presence in developed and developing markets;
 
  • 

Continuous effort to develop an efficient, low-cost
manufacturing footprint; and
 
  • 

A broad range of products both for specific applications and for
general consumption.


 



We intend to serve our customers and achieve our objectives by
continuing to do the following:


 














































  • 

Concentrate on core markets.  We focus on
markets where we have the expertise, qualifications and
leadership position to sustain a competitive advantage. We have
been an established supplier of interconnect solutions for
almost 70 years. We are a principal supplier of connector
components to the telecommunications, computer, consumer,
automotive and industrial electronics markets.
 
  • 

Grow through the development and release of new
products.  
We invest strategically in the tools
and resources to develop and market new products and to expand
existing product lines. New products are essential to enable our
customers to advance their solutions and their market leadership
positions. In fiscal 2008, we generated approximately 23% of our
revenue from new products, which are defined as those products
released in the last 36 months.
 
  • 

Optimize manufacturing.  We analyze the design
and manufacturing patterns of our customers along with our own
supply chain economics to help ensure that our manufacturing
operations are of sufficient scale and are located strategically
to minimize production costs and maximize customer service.
 
  • 

Leverage financial strength.  We use our
expected cash flow from operations to invest aggressively in new
product development, to pursue synergistic acquisitions, to
align manufacturing capacity with customer requirements and to
pursue productivity improvements. We invested approximately 12%
of net revenue in capital expenditures and research and
development activities in fiscal 2008.


 



On July 1, 2007 we implemented a new global organizational
structure that consists of five product-focused divisions and
one worldwide sales and marketing organization. The new
structure enables us to work more effectively as a global team
to meet customer needs as well as to better leverage our design
expertise and our low-cost production centers around the world.
The new worldwide sales and marketing organization structure
enhances our ability to sell any product, to any customer,
anywhere in the world.





6





Table of Contents







This excerpt taken from the MOLX 10-K filed Aug 3, 2006.

Business Objectives and Strategies


One of our primary business objectives is to develop or improve our leadership position in each of our core connector markets by increasing our overall position as a preferred supplier and our competitiveness on a global scale.


5




 We believe that our success in achieving industry-leading revenue growth throughout our history is the result of the following key strengths:

·

Broad and deep technological knowledge of microelectronic devices and techniques, power sources, coatings and materials;

·

Strong intellectual property portfolio that underlies many key products;

·

High product quality standards, backed with stringent systems designed to ensure consistent performance, that meet or surpass customers' expectations;

·

Strong technical collaboration with customers;

·

Extensive experience with the product development process;

·

Broad geographical presence in developed and developing markets;

·

Continuous effort to develop an efficient, low-cost manufacturing footprint; and

·

A broad range of products both for specific applications and for general consumption.


We intend to serve our customers and achieve our objectives by continuing to do the following:

·

Concentrate on core markets.  We focus on markets where we have the expertise, qualifications and leadership position to sustain a competitive advantage.  We have been an established supplier of interconnect solutions for more than 60 years.  We are a principal supplier of connector components to the telecommunications, computer, consumer, automotive and industrial electronics markets.

·

Grow through the development and release of new products.  We invest strategically in the tools and resources to develop and bring to market new products and to expand existing product lines.  New products are essential to enable our customers to advance their solutions and their market leadership positions.  In fiscal 2006, we generated approximately 27.5% of our revenue from new products, which are defined as those products released in the last 36 months.

·

Optimize manufacturing.  We analyze the design and manufacturing patterns of our customers along with our own supply chain economics to help ensure that our manufacturing operations are of sufficient scale and are located strategically to minimize production costs and maximize customer service.

·

Leverage financial strength.  We use our expected cash flow from operations to invest aggressively in new product development, to pursue synergistic acquisitions, to align manufacturing capacity with customer requirements and to pursue productivity improvements.  We invested approximately 14.6% of net revenue in capital expenditures and research and development activities in fiscal 2006.


We will begin the transition to a global organizational structure that consists of market-focused divisions during fiscal 2007, with full implementation scheduled for July 1, 2007.  The plan is to create five global divisions – automotive, consumer, commercial, industrial and integrated products – and one worldwide sales and marketing organization.  When fully implemented, we expect the new structure to enable us to work more effectively as a global team to meet customer needs as well as to better leverage our design expertise and the low-cost production centers around the world. The new worldwide sales and marketing organization structure will enhance our ability to sell any product, to any customer, anywhere in the world.  We do not expect the transition process to generate significant implementation costs during fiscal 2007.


This excerpt taken from the MOLX 10-K filed Sep 12, 2005.

Business Objectives and Strategies

One of the Company’s primary business objectives is to develop or improve its leadership position in each of its core connector markets by increasing its overall position as a preferred supplier and its competitiveness on a global scale.

-5-

 
The Company believes that its success in achieving industry-leading revenue growth throughout its history is the result of the following key strengths:

Broad and deep technological knowledge of microelectronic devices and techniques, power sources, coatings and materials.

Strong intellectual property portfolio that underlies many key products.

High product quality standards, backed with stringent systems designed to ensure consistent performance, that meet or surpass customers’ expectations.

Strong technical collaboration with customers.

Extensive experience with the product development process.

Broad geographical presence in developed and developing markets.

Continuous effort to develop an efficient, low-cost manufacturing footprint.

A broad range of products both for specific applications and for general consumption.
Molex intends to serve its customers and achieve its objectives by continuing to do the following:

Concentrate on core markets. The Company focuses on markets where it has the expertise, qualifications and leadership position to sustain a competitive advantage. Molex has been an established supplier of interconnect solutions for more than 60 years. It is a principal supplier of connector components to the telecommunications, computer, consumer, automotive and industrial electronics markets.

Grow through the development and release of new products. Molex invests strategically in the tools and resources to develop and bring to market new products and to expand existing product lines. New products are essential to enable customers to advance their solutions and their market leadership positions. In fiscal 2005, the Company generated 30% of its revenue from new products, which are defined as those products released in the last 36 months.

Optimize manufacturing. The Company analyzes the design and manufacturing patterns of its customers along with its own supply chain economics to help ensure that its manufacturing operations are of sufficient scale and are located strategically to minimize production costs and maximize customer service.

Leverage financial strength. Molex uses its expected cash flow from operations to invest aggressively in new product development, to align manufacturing capacity with customer requirements and to pursue productivity improvements. The Company invested 14.3% of net revenue in capital expenditures and research and development activities in fiscal 2005.

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