The year 2026 was the milestone node for the inauguration of the first five-year plan and the second five-year plan. Executive director, executive director, vice president, yoshinaga global (china) ltd., and ceo, ozawa, senior vice-president, yoshinaga (china) ltd., dae-sung jiang, vice-president, yoshinaga (china) ltd. Digital printout includes the head of the business and family solutions marketing department, kim rezzi gathered to read the development results of yoshinaga (china) over the past five years in depth, sketching a new five-year strategic blueprint and sharing core initiatives and reflections on product innovation, market layout, and indigenous development。
From the left to the right are senior vice president of canon (china) ltd., dae-sung jiang, executive director of yoshinaga global, chairman and chief executive officer of yoshinaga (china) ltd., and vice president of yoshinuki ozawa (china) ltd
The first five-year attack was a tough one
Both qianen group and qianen (china) have a clear five-year development plan, and 2026-2030 is both the seventh five-year plan of qianen group and the start of the second five-year plan。
In the current market environment, ozawa has a clear judgement that the global economy and market environment are still in a complex and volatile “uka era”, full of volatility, uncertainty and complexity, and that the overall market situation is somewhat critical and that industry development in the coming years may face many challenges. At the same time, however, there are many opportunities for growth in the market, and the need to upgrade the consumer market, as well as the demand for digital transformation in various sectors, provide new space for enterprise development, which is clearly recognized and well prepared by cane (china)。
In the face of a complex external environment, the core response of excellence is “open-source savings” and “choice and concentration”. Ozawa-suki indicated that he would be able to develop markets precisely in a business direction with growth potential and optimize development-critical operations through such strategies to achieve sustained business growth. This strategy has been fully implemented in the first five-year plan (2021-2025)。
Looking back at these five years, it is called the "wilk road" of canon (china). The onset of the epidemic has been marked by restrictions on market operations and business expansion until 2023, when the effects of the epidemic gradually receded, when new changes and challenges were introduced, and when the external environment was critical. However, even in this context, the government of china, thanks to its own adjustments and efforts, achieved a double increase in sales revenues and profits in 2025, giving out a bright-eyed response to the gains。
Executive director, vice-president, yoshinaga global, chairman and ceo, yoshinaga (china) limited tree
In the course of the first half of the five-year period, which, according to ozawa, was difficult to develop, the latter part of the period was gradually moving out of the valley to achieve the 2025 “turn to the war”. In the course of this process, yoshinaga (china) made a number of changes within the enterprise: it included the optimization of the organizational structure, in particular the reorganization two years ago of the “digital printing unit” (dpbs), which was responsible for the integration of the b-end industry, industry and business and household printing. By fine-tuning the organizational structure, it has become more sophisticated and efficient, and it has built the foundations for enterprise development and worked hard to build it. The `satisfactory' assessment of ozawa's development results over these five years, with a series of adjustments and accumulations, also provides a solid foundation for development in the new five years。
The new five-year "third-stage jump" strategy, the sword means that in 2035 jia-in (china) became the first of the gian-in group
The blueprint for the new five-year development of yoshinaga (china) has become clear after the first five years of foundation and in-house work. The first five-year plan for 2021-2025 is a “one-legged jump” with the core task of building on the foundations of development and optimizing the organizational structure; the second five-year plan for 2026-2030 is a “step-by-step” that will build on existing core competencies, expand the boundaries of operations and prepare the entire picture for eventual flight; and the third five-year plan for 2031-2035 is a real “jump” and the core goal of this phase is to make yoshinaga (china) a group of good people by 2035。
In 2026, as the beginning of the “step-by-step” exercise, yoshinaga (china) was defined as the “year of flight”, while the strengthening of the b2b operation became one of the core players in the flight. Ozawa-suki made it clear that, with the establishment of the general department for digital printing, the full b2b business would be added from organizational structures, talent reserves, product r & d, investment budgets, among others, as the focus of the “open source”, continuing to develop new markets, dig new businesses and explore new scenarios。
This release of the canonimageforce wins series became the core catalyst for the take-off of jiaun (china) b2b operations. The product series is not simple copiers, composite machine hardware, but rather a combination of high-performance computers with smart terminal equipment and cutting-edge it and smart technology, whose value already exceeds the basic function of printing. The core development approach of the good is also moving from mere hardware sales to the development of holistic solutions — the provision of customized solutions that integrate software and hardware in depth and can truly solve client problems, based on the actual pains of different industries and enterprises。
Related products from b2b operations include not only inkjet, laser printing products, but also commercial printing equipment. The goal of jia-kian (china) is to achieve a 50 per cent share of b2b's overall sales revenue, a balanced “two-legged-walking” development pattern with b2c (mainly video-related) operations, and a mutually reinforcing and synergistic development of the two business blocks。
In the case of b2c operations, camera- and camera-centred video operations, while in the general context of a slowdown in market growth, remain promising. Ozawa-suki revealed that the new five-year power will continue to invest in high-quality resources that will drive the image business to the golden age - – recapturing the industry around 2010, and the current trend of young z generation falling back in love with cameras and pursuing personalized image experiences in the market, also presents unique development opportunities for achieving this goal。
The bay of hong kong is one of the most important positions in the new five-year configuration of yoshinaga (china). Yoshinaga has long focused on the development potential of the bay of australia in port-au-prince and has continued to deploy and accumulate resources in the region. In march 2026, yoshinaga officially launched the guangdong and qianang bay region project (ggba project): with the completion of the merger of the offices of yoshinaga (china) shenzhen branch and yoshinaga business science and technology (kangdong) ltd., it will strengthen the integration and synergy of operations in the region, promote deeper cooperation between yoshinaga (china), yoshinaga hong kong and its subsidiaries, and optimize the integration and efficient use of regional resources. In the future, it is also planned to establish new technology, business research and development subdivisions in the bay of hong kong, to explore business development models for integrated r & d, production and marketing in conjunction with existing plant layouts, and to fully exploit market potential and industrial advantages in guangdong and hong kong。
Product innovation anchors ai and green, full matrix for diversified market demand
In the face of the shift in china's printer market from “size growth” to “quality and value demand”, as well as the steady decline in market size, it is from a multidimensional perspective, such as product innovation and organizational restructuring, to respond precisely to changes in demand in the three core scenarios of smes, business clients and household users。
Senior vice president, yoshinaga (china) ltd. Done
In january 2026, yoshina was reorganized as the client-centred marketing organization of the “business and family solutions headquarters” to streamline and divide the a3 and a4 products, create a product matrix covering a diversity of offices and life scenes, and achieve accurate coverage and efficient service delivery to different client groups and sites。
This new product, however, focuses on the latest developments and in-depth reflections in the two core innovative directions of technology integration in ai and green environment。
Vice president, canon (china) limited
Head of the marketing department for business and family solutions
Gin lai gives a detailed reading of how jia can fit in these two areas: in the area of ai applications, imageforce c3150 carries ai's e2 analysis technology for unique machine learning, automatically predicts the potential lifetime of spare parts and equipment failures, achieves forward-looking, predictive maintenance of equipment and significantly reduces the cost of maintenance of equipment for clients; and, through the ai-assisted “security environment assessment” system, automatically analyses the user's network usage environment, makes targeted security set-up recommendations, monitors equipment use risks in real time, achieves 360 degrees of security protection for document processing, equipment management, network and cloud-end services, aligns with the actual needs of business clients, particularly those with high information security requirements。
In the future, it will also sustain deep cultivation of ai technology and promote its increased application and landing in terms of equipment use, solutions, etc。
Greening is a long-standing concept of development and an important direction for product innovation, and the new product has achieved an all-encompassing, process-based environmental upgrading. In the design phase, more than 30 per cent of the materials in the airframe are recycled plastics, with the introduction of recycled metals, and spare parts are robustly designed to enhance durability; packaging and transport links are fully packaged with recyclable paper, replacing traditional overpacked foam fillings with degradable varnishable paper and implementing environmental concepts in detail; production chains, with all energy plants using clean energy sources such as photovoltaic power, reduce carbon emissions from the production chain; and energy consumption, with sleep mode energy in imageforce c3150 being only 0. 5 watts, less than the on-call function of ordinary mobile phones, significantly reducing daily energy consumption of equipment。
In addition, the ui interface for imageforce c3150 allows real-time display and one-key output of equipment carbon emissions, providing accurate data support for green operations, sustainable development and visualization and digitization of environmentally sound management。
This joint launch of the a3 and a4 new products set up a comprehensive, multi-ecosystem matrix of office environmental products to fit the core needs of different industries and scenarios。
Of these, imageforce c3150 achieved extreme equipment stability through the integrated design of the anti-soft welding framework, making it the best solution to the mass, high stability requirements scenario; carrying the unique d2 exposure technology and the oled multi-chip light source to achieve high resolution output of 4,800 x 2,400 dpi, perfect alignment of high-end manufacturing industries with stringent requirements for print clarity and colour reduction; and a4 colour output equipment achieving a volume reduction of more than 10 per cent (lbp640 series reduction of 11 per cent), while maintaining efficient printing and scanning speed, making it an ideal option to link the retail, production line and other space with limited functional demand。
Canon a3 color digital compleximageforce c3150
Through a combination of smart products plus customized solutions, cana hopes to help industries achieve the twin objectives of “reduction efficiency” and “business upgrading”。
Face the market challenge and build core competitiveness through localization and differentiation
At present, market-based chinese brands are rising rapidly, domesticization has become an industry development trend, while the digital transformation process in industries is accelerating, and the challenges of the market are twofold. In response, jiangwon has indicated that differentiation is the core advantage of excellence, while localization is the key to taking root in china's market and responding to market changes. It will continue to strengthen core competitiveness by addressing the three dimensions of marketing layout, indigenous r & d production, and green supply chains。
In the marketing layout, canon has an input-output matrix covering the full size of a3, a4, laser, ink-jet engines, and the product layout of the whole class, multiple scenes, is a unique advantage to distinguish it from other brands. The reorganization and optimization of the organizational structure has also made it possible to respond more quickly to client needs and to provide easier and more efficient products and services to enterprises and family clients。
Localized r & d and production is the core expression of the concept of development “in china, for china” and the response to market changes. In beijing and elsewhere, jiacan has specialized r & d companies, and b2b production plants have been set up in suzhou, dalian and shenzhen. The series of imageforce wins, which adapts to the drivers of various national production systems, is being developed by the qiang r & d company。
At the same time, the series has been successfully adapted to a variety of national paper-printing software, with a deep product and technical cooperation with local enterprises and a deep integration into the product ecology of the local market. Ozawa-suki revealed that yoshinaga plans to gradually produce b2b products sold in the chinese market in suzhou factory. It is hoped that by around 2035, all b2b products sold in china will be produced by suzhou factories, increasing the localization of production patterns and increasing the speed of response to the market。
Ozawa-suki said: “the confidence of yoshina in the chinese market has never wavered. China is the largest and most development potential market in the world. It will not only continue to expand the size of its production base in suzhou, but will also further strengthen the production and service capacity of the dalian plant, while continuing to deepen all aspects of cooperation with local chinese enterprises to achieve win-win growth.” in response to concerns expressed by the market about the closure of the chu sea factory in nakayama。
Green supply chains are another central advantage of excellence. The integration of the esg concept of sustainable development into the life-cycle management of products, from product design, production manufacturing, logistics transport to end-use, carbon emissions management, and the achievement of a full-process green environment layout, which is also highly compatible with the green development and sustainable development needs of current industries, constitutes an important differentiated competitiveness of excellence。
With regard to the future development of b2b operations, ozawa has stated that the printing industry faces considerable challenges in terms of declining demand, common industry problems of “reduce printing and even non-printing” and pressures from the overall economic environment. But jia was convinced that “dry grass” would remodel b2b operations with strong products and solutions at their core。
On the one hand, it will continue to refine the product array of the winning series of imageforce, continuously introducing new products, targeting “settlers” at the core, first to address practical development issues for its clients, then to provide suitable hardware products and software, and to achieve a shift from “selling products” to “solging problems”; on the other hand, it will adhere to a “open-source” development strategy, strengthen b2b operations and focus on sectors with great potential for development, such as education and health, where education is seen as a core potential track, which will increase market development and resource investment and tap into industry-level needs。
From the first five years of hardship and counter-empowerment, to the next five years of leapfrogging and strategic upgrading, yoshinaga (china) has always taken root in the chinese market, insinuating in depth market demand, and continuing to advance product innovation and localization。
Under the “three-tier jump” strategy, jiaken (china), with product innovation at its core, indigenousized development at its root, balanced b2b and b2c operations, is moving steadily towards its goal of becoming the qiang group no. 1 in 2035。
In doing so, it will continue to develop with cutting-edge technologies, high-quality smart products and customized solutions that enable enterprises in all sectors to grow together with the chinese market。
