A major part of this "new" and "growth" is coming from the Konica Minolta-style edge IoT strategy, and on the partnerships on which that is based.
Edge IoT is shown on the left. We already live in a world where what is generally called big data analysis, deep learning or AI is used in the cloud. However, our strengths do not lie in cloud-based analysis. Our strength is taking devices such as MFPs (Multi-functional peripherals), digital medical diagnosis equipment, or measuring instruments that are connected as part of the installed base and in use among the 2 million companies, and turning them into IoT devices and connecting them to other such devices. Specific data such as images brought into the system, that is to say data such as the movements of people or cellular information, will be integrated within our platform, so that simulations can be run and deep learning applied at that location, in real time, in order to resolve issues.
That platform will be will be used only inside Konica Minolta, but will be open to the cloud. The added value will be in using the cloud to analyze data, which is to say in our global partnerships with partners that are strong in cloud-based AI. From the customer's point of view, in addition to the closed portion, meaning the part where Konica Minolta makes money, the value is found in the way that the "open" capabilities of our global partners can be brought into the system.
As shown in the diagram to the right, we will create an ecosystem in which, by becoming a provider of Konica Minolta's edge IoT platform, value-added services, such as those to improve productivity and efficiency, can be offered to customers. Then we will develop the capability to bring the added value from the ecosystem back into our own platform. If we do not take this route, the Japanese manufacturing industry will, in the age of IoT, eventually become nothing more than a subcontractor to cloud-based AI. No matter what, over the next three years we will establish a front-line presence as an indispensable B2B edge platform provider, particularly for small and medium-sized customers in vertical markets.
Edge IoT is shown on the left. We already live in a world where what is generally called big data analysis, deep learning or AI is used in the cloud. However, our strengths do not lie in cloud-based analysis. Our strength is taking devices such as MFPs (Multi-functional peripherals), digital medical diagnosis equipment, or measuring instruments that are connected as part of the installed base and in use among the 2 million companies, and turning them into IoT devices and connecting them to other such devices. Specific data such as images brought into the system, that is to say data such as the movements of people or cellular information, will be integrated within our platform, so that simulations can be run and deep learning applied at that location, in real time, in order to resolve issues.
That platform will be will be used only inside Konica Minolta, but will be open to the cloud. The added value will be in using the cloud to analyze data, which is to say in our global partnerships with partners that are strong in cloud-based AI. From the customer's point of view, in addition to the closed portion, meaning the part where Konica Minolta makes money, the value is found in the way that the "open" capabilities of our global partners can be brought into the system.
As shown in the diagram to the right, we will create an ecosystem in which, by becoming a provider of Konica Minolta's edge IoT platform, value-added services, such as those to improve productivity and efficiency, can be offered to customers. Then we will develop the capability to bring the added value from the ecosystem back into our own platform. If we do not take this route, the Japanese manufacturing industry will, in the age of IoT, eventually become nothing more than a subcontractor to cloud-based AI. No matter what, over the next three years we will establish a front-line presence as an indispensable B2B edge platform provider, particularly for small and medium-sized customers in vertical markets.