The aim swept long-cherished wish of Daikin , North American high-performance challenge for the third time in the " Japanese style "
Late last month , Daikin Industries has started the production of air conditioning ductless system for business use in North America . Twice once , Daikin tried to full-scale expansion into North America , but there is a bitter experience that has been forced to withdraw from such challenges sales network and the difference in air-conditioning system . But in the wake of two years ago , from the large-scale acquisition of Goodman Global of the U.S. domestic air conditioning leading with a strong sales network in North America , yelling attack in the North American market at a stretch . In -house air conditioning production start of " earnest desire " , aim it 's sweeping the North American market , the world's largest . " The world number one does not hold in the United States without " . Noriyuki Inoue , Chairman of Daikin had emphasized this for some time . However ,
the huge North American market , which accounts for 30% of world demand , there was even " bete noire " with experience Daikin bitter . 2 times in the past , Daikin has been forced to withdraw in North America advance . The first time , the 1980s began the export of domestic air conditioner . Lose competitiveness in the yen against the dollar , which advanced at a stretch in the machine Plaza Accord ( '85 ) , I withdrew in '88 . Advance of the second time , in '98 . Rather than the household , made a joint venture with local heating manufacturer in the commercial air conditioning now . However , because the perception does not proceed from it , such as sales network of joint venture partner was thin , income did not rise , I was led to the resolution just two years . One of the causes of struggling , but the difference in the air-conditioning system . At home in Japan , a method of placing a set indoor unit and outdoor unit in each room mainstream , but to send the air cooling and heating through the pipe ( duct ) throughout the building " duct method" mainstream U.S. . Rather than buy at electronics stores such as Japan , air conditioning is installed as one of the household equipment . After a large-scale construction is not required, can be temperature control per room , Japanese style 's " world-class technology ," energy efficiency is also high . Still, time was needed to penetrate . Daikin was starting manufacturer to produce and airplane parts in 1924 as "Osaka metal industry place ." It is air-conditioning equipment manufacturer of top domestic group, now in the world , but it is the bitter experience not far from the ratio of twice the " withdrawal " in the United States. '97 , United States with technology under its umbrella air-conditioning equipment manufacturer in the world largest (UTC) is suggesting the acquisition of Daikin . There is also sluggish performance , market capitalization dropped to 1,200 billion yen , it is exposed to the threat of M & A. Opportunity this bitter experience , while advancing the global strategy , Daikin has been emphasis " market capitalization -oriented " and " management of free cash flow ( net cash flow ) ." Had begun to cut into the North American market again in 2005 . Now , I set up a air-conditioning equipment sales company of Japanese style on its own . In 2007 , the acquisition of about 230 billion yen the OYL Industries of Malaysia with the McKay under the umbrella of the U.S. commercial air-conditioning major . Taking this opportunity , large commercial market share in North America jumped at the 4-position . Still, 's had can not break the market , it's domestic air conditioning . In North America, the air-conditioning equipment has become one of the household equipment , sales difficult if there is no network of housing equipment company , and this has been a big wall in the price of new entrants . Then , " with a strong sales network furiously " ( Inoue, Chairman ) United States domestic air conditioning major , but Goodman Global was acquired at about 290 billion yen in two years ago that more than 900 locations in North America . Goodman 's top market share in the U.S. domestic air conditioning mainstream duct system , but the share of high-priced air conditioning was low . First , Goodman is produced in the Daikin brand of high-priced American-style air conditioning After the acquisition by Daikin . It comes to strategy to achieve a market share in the United States , while selling the " Daikin " brand . On the other hand , David Swift , president of Goodman has pointed out " interest in energy efficiency has increased in the United States ," said awareness of environmental protection and energy saving improvements in the United States . Needs It is equipped with inverter technology to drive controlled by automatic , energy-saving boasts of world-class " Japanese style " has increased . The " tailwind " and this , in the factory of Goodman in Houston , home air conditioners Goodman American-style , Daikin production of 6,000 units per year new models equipped with Daikin inverter . It plans to complete the sales expansion in the future , 425 billion yen to extend to two years , sales in North America and Latin America expected to be 354 billion yen this fiscal year . Inoue Chairman Daikin "The deployment in North the earnest wish it was longtime " said the all fired up " Expand Energy saving air-conditioning even in the U.S. and the huge rock the status Top manufacturers " and . Challenges for the future that contains a subsidiary McKay of commercial air-conditioning , the Goodman of domestic air conditioning in the U.S. giant , or it can flow their products much with the help of these sales network of both . Future development through the huge market , is noted .
Late last month , Daikin Industries has started the production of air conditioning ductless system for business use in North America . Twice once , Daikin tried to full-scale expansion into North America , but there is a bitter experience that has been forced to withdraw from such challenges sales network and the difference in air-conditioning system . But in the wake of two years ago , from the large-scale acquisition of Goodman Global of the U.S. domestic air conditioning leading with a strong sales network in North America , yelling attack in the North American market at a stretch . In -house air conditioning production start of " earnest desire " , aim it 's sweeping the North American market , the world's largest . " The world number one does not hold in the United States without " . Noriyuki Inoue , Chairman of Daikin had emphasized this for some time . However ,
the huge North American market , which accounts for 30% of world demand , there was even " bete noire " with experience Daikin bitter . 2 times in the past , Daikin has been forced to withdraw in North America advance . The first time , the 1980s began the export of domestic air conditioner . Lose competitiveness in the yen against the dollar , which advanced at a stretch in the machine Plaza Accord ( '85 ) , I withdrew in '88 . Advance of the second time , in '98 . Rather than the household , made a joint venture with local heating manufacturer in the commercial air conditioning now . However , because the perception does not proceed from it , such as sales network of joint venture partner was thin , income did not rise , I was led to the resolution just two years . One of the causes of struggling , but the difference in the air-conditioning system . At home in Japan , a method of placing a set indoor unit and outdoor unit in each room mainstream , but to send the air cooling and heating through the pipe ( duct ) throughout the building " duct method" mainstream U.S. . Rather than buy at electronics stores such as Japan , air conditioning is installed as one of the household equipment . After a large-scale construction is not required, can be temperature control per room , Japanese style 's " world-class technology ," energy efficiency is also high . Still, time was needed to penetrate . Daikin was starting manufacturer to produce and airplane parts in 1924 as "Osaka metal industry place ." It is air-conditioning equipment manufacturer of top domestic group, now in the world , but it is the bitter experience not far from the ratio of twice the " withdrawal " in the United States. '97 , United States with technology under its umbrella air-conditioning equipment manufacturer in the world largest (UTC) is suggesting the acquisition of Daikin . There is also sluggish performance , market capitalization dropped to 1,200 billion yen , it is exposed to the threat of M & A. Opportunity this bitter experience , while advancing the global strategy , Daikin has been emphasis " market capitalization -oriented " and " management of free cash flow ( net cash flow ) ." Had begun to cut into the North American market again in 2005 . Now , I set up a air-conditioning equipment sales company of Japanese style on its own . In 2007 , the acquisition of about 230 billion yen the OYL Industries of Malaysia with the McKay under the umbrella of the U.S. commercial air-conditioning major . Taking this opportunity , large commercial market share in North America jumped at the 4-position . Still, 's had can not break the market , it's domestic air conditioning . In North America, the air-conditioning equipment has become one of the household equipment , sales difficult if there is no network of housing equipment company , and this has been a big wall in the price of new entrants . Then , " with a strong sales network furiously " ( Inoue, Chairman ) United States domestic air conditioning major , but Goodman Global was acquired at about 290 billion yen in two years ago that more than 900 locations in North America . Goodman 's top market share in the U.S. domestic air conditioning mainstream duct system , but the share of high-priced air conditioning was low . First , Goodman is produced in the Daikin brand of high-priced American-style air conditioning After the acquisition by Daikin . It comes to strategy to achieve a market share in the United States , while selling the " Daikin " brand . On the other hand , David Swift , president of Goodman has pointed out " interest in energy efficiency has increased in the United States ," said awareness of environmental protection and energy saving improvements in the United States . Needs It is equipped with inverter technology to drive controlled by automatic , energy-saving boasts of world-class " Japanese style " has increased . The " tailwind " and this , in the factory of Goodman in Houston , home air conditioners Goodman American-style , Daikin production of 6,000 units per year new models equipped with Daikin inverter . It plans to complete the sales expansion in the future , 425 billion yen to extend to two years , sales in North America and Latin America expected to be 354 billion yen this fiscal year . Inoue Chairman Daikin "The deployment in North the earnest wish it was longtime " said the all fired up " Expand Energy saving air-conditioning even in the U.S. and the huge rock the status Top manufacturers " and . Challenges for the future that contains a subsidiary McKay of commercial air-conditioning , the Goodman of domestic air conditioning in the U.S. giant , or it can flow their products much with the help of these sales network of both . Future development through the huge market , is noted .