A Business Model Centered on Core-Business Support
First written in FY2016. 20 of 27 entries say "Restated". Latest entry: 2026-09-25.
The whole theme swung hardest in 2017: 1 of 12 companies on the "Worse" side.
13 other companies' latest entry also says "Advanced".
- 2026-09-25AdvancedManagement plan
「今後は、より広い視野で地域課題の解決に注力し、地域経済の活性化に貢献してまいります。」
本業支援を、地域課題解決を含むより広い支援へ展開する方針を示している。 - FY2026RestatedAnnual report
「Under its management philosophy of “Connecting Miyagi and Yamagata and contributing to local small and medium-sized enterprises and regional communities through support for small and medium-sized enterprises,” the Group will actively leverage collaboration with the SBI Group, its capital and business alliance partner, in pursuing the key measures of the Medium-Term Management Plan: deepening support for small and medium-sized enterprises, business transformation (DX), and management oversight.」
The Group continues its current business model centered on support for small and medium-sized enterprises, together with a framework for advancing deeper support for small and medium-sized enterprises, DX, and management oversight through collaboration with the SBI Group. - 2026-03-24AdvancedManagement plan
「In addition to the business support we have provided to date, including support for small and medium-sized enterprises, we will provide ongoing support for the entire region by addressing regional issues.」
The statement expressly adds regional issue resolution to support for core businesses, including small and medium-sized enterprises, and describes an expansion of the scope of support to the region as a whole. - FY2026-H1RestatedAnnual report
「During the interim consolidated accounting period, under its management philosophy of “connecting Miyagi and Yamagata and contributing to local small and medium-sized enterprises and communities through support for small and medium-sized enterprises,” the Group actively leveraged its collaboration with the SBI Group, its capital and business alliance partner, in pursuing “deeper support for small and medium-sized enterprises,” “business transformation (DX)” and “management oversight.”」
The Group continues its current business model, organized around support for small and medium-sized enterprises, together with an execution framework involving DX, management oversight, and collaboration with the SBI Group. - FY2024ReframedAnnual report
「We have actively leveraged collaboration with the SBI Group, our capital and business alliance partner, in addressing the key themes of deepening support for small and medium-sized enterprises, business transformation (DX), and management oversight.」
The traditional business model centered on support for customers’ core businesses has been organized into an execution framework comprising three key themes, including deeper support for small and medium-sized enterprises, together with collaboration with the SBI Group. - FY2024-Q3RestatedAnnual report
「We have actively leveraged collaboration with the SBI Group, our capital and business alliance partner, in addressing the key themes of the Medium-Term Management Plan: deepening support for customers’ core businesses, business transformation (DX), and management oversight.」
The Group continues its business model centered on support for customers’ core businesses within the framework of the current Medium-Term Management Plan, including deeper support for customers’ core businesses, DX, management oversight, and collaboration with the SBI Group. - FY2024-Q2RestatedAnnual report
「We have actively leveraged collaboration with the SBI Group, our capital and business alliance partner, in addressing the key themes of the Medium-Term Management Plan: deepening support for customers’ core businesses, business transformation (DX), and management oversight.」
The Group continues its model centered on support for customers’ core businesses within the framework of the current Medium-Term Management Plan, including DX, management oversight, and collaboration with the SBI Group. - FY2024-Q1RestatedAnnual report
「We have actively leveraged collaboration with the SBI Group, our capital and business alliance partner, in addressing the key themes of the Medium-Term Management Plan: deepening support for customers’ core businesses, business transformation (DX), and management oversight.」
The Group continues its policy of making deepening support for customers’ core businesses, DX, and management oversight its key themes and leveraging collaboration with the SBI Group. - FY2023-Q3RestatedAnnual report
「We have actively leveraged collaboration with the SBI Group, our capital and business alliance partner, in addressing the key themes of the Medium-Term Management Plan: deepening support for customers’ core businesses, business transformation (DX), and management oversight.」
The Group continues its policy of addressing support for customers’ core businesses, DX, and management oversight as its key themes by leveraging collaboration with the SBI Group. - FY2023-Q2RestatedAnnual report
「We have actively leveraged collaboration with the SBI Group, our capital and business alliance partner, in addressing the key themes of the Medium-Term Management Plan: deepening support for customers’ core businesses, business transformation (DX), and management oversight.」
The Group continues its policy of executing the three key themes of the current Medium-Term Management Plan by leveraging collaboration with the SBI Group. - FY2022AdvancedAnnual report
「Under the current Medium-Term Management Plan, covering 2021 to 2024, the Group is carrying forward its previous initiatives while recognizing the importance of responding more rapidly than ever to management challenges. The impact of the COVID-19 pandemic has brought about a sudden change in social behavior, causing the society previously anticipated for the future, including population decline and aging, contraction of regional economies, advances in IT, and environmental issues, to arrive all at once.」
While carrying forward its traditional model centered on support for customers’ core businesses, the Group is developing a new medium-term plan to respond more quickly to changes in the environment caused by the COVID-19 pandemic and other factors. - FY2022-Q2RestatedAnnual report
「Under the New Medium-Term Management Plan launched in April 2021, the Group has identified responding to the COVID-19 pandemic as a key challenge and will contribute to its business partners by further deepening the Group’s strength in support for customers’ core businesses under the key phrase “Now is the time for support for customers’ core businesses.”」
The New Medium-Term Management Plan continues to place responding to the COVID-19 pandemic and deepening support for customers’ core businesses at its center. - FY2021-Q2RestatedAnnual report
「Under the 3-year Medium-Term Management Plan launched in April 2018, the Group is advancing the establishment of a sustainable business model centered on support for customers’ core businesses and improving efficiency and rationalization through the reconstruction of the Group’s operating structure, with customer-focused support for customers’ core businesses and the realization of integration benefits as its key themes.」
The Group continues to pursue the two key themes of the Medium-Term Management Plan and improve efficiency through support for customers’ core businesses and the reconstruction of its operating structure. - FY2020AdvancedAnnual report
「During the fiscal year, the Group expanded its support services for customers’ core businesses, including by enhancing employee welfare services for business partners’ employees and introducing a cloud-based platform for supporting customers’ core businesses.」
Specific service enhancements implemented during the year included strengthening employee welfare services and introducing a cloud-based platform for support for customers’ core businesses. - FY2020-Q3RestatedAnnual report
「Under the 3-year Medium-Term Management Plan newly launched in April 2018, the Group will pursue customer-focused support for customers’ core businesses and the realization of integration benefits as its key themes, while aiming to establish a sustainable business model centered on support for customers’ core businesses and improve efficiency and rationalization through the reconstruction of the Group’s operating structure.」
The Group continues its policy of pursuing a sustainable business model centered on support for customers’ core businesses and improving operational efficiency, with customer-focused support for customers’ core businesses and the realization of integration benefits as its central themes. - FY2020-Q2RestatedAnnual report
「Under the 3-year Medium-Term Management Plan newly launched in April 2018, the Group will pursue customer-focused support for customers’ core businesses and the realization of integration benefits as its key themes, while aiming to establish a sustainable business model centered on support for customers’ core businesses and improve efficiency and rationalization through the reconstruction of the Group’s operating structure.」
The Group continues its policy of pursuing a sustainable business model centered on support for customers’ core businesses and improving operational efficiency, with customer-focused support for customers’ core businesses and the realization of integration benefits as its central themes. - FY2019RestatedAnnual report
「The 3-year New Medium-Term Management Plan launched in April 2018 identifies customer-focused support for customers’ core businesses and the realization of integration benefits as its key themes. The Group is working as one to achieve the Jimoto Group’s vision by establishing a sustainable business model centered on support for customers’ core businesses and improving efficiency and rationalization through the reconstruction of the Group’s operating structure.」
The Group continues its policy of pursuing customer-focused support for customers’ core businesses and the realization of integration benefits, while advancing a sustainable business model centered on support for customers’ core businesses and efficiency improvements. - FY2019-Q3RestatedAnnual report
「Under the 3-year New Medium-Term Management Plan launched in April 2018, the Group is working as one to establish a customer base and an earnings base through the Jimoto Group’s sustainable business model centered on support for customers’ core businesses, with customer-focused support for customers’ core businesses and the realization of integration benefits as its pillars, taking a further step beyond the previous medium-term management plan, while maximizing the benefits of the integration and unification efforts pursued to date.」
The Group continues its New Medium-Term Management Plan, centered on customer-focused support for customers’ core businesses and the realization of integration benefits, as well as its business model centered on support for customers’ core businesses. - FY2019-Q2RestatedAnnual report
「Under the 3-year New Medium-Term Management Plan launched in April 2018, the Group is working as one to establish a customer base and an earnings base through the Jimoto Group’s sustainable business model centered on support for customers’ core businesses, with customer-focused support for customers’ core businesses and the realization of integration benefits as its pillars, taking a further step beyond the previous medium-term management plan, while maximizing the benefits of the integration and unification efforts pursued to date.」
The 3-year plan launched in April 2018 continues the existing business model centered on customer-focused support for customers’ core businesses and the realization of integration benefits. - FY2018RaisedAnnual report
「This plan is built around customer-focused support for customers’ core businesses and the realization of integration benefits, taking a further step beyond the previous medium-term management plan. Based on the Jimoto Group’s sustainable business model centered on support for customers’ core businesses, which it has built up to date, we will establish a customer base and an earnings base, while working as one Group to maximize the benefits of the integration and unification efforts pursued to date.」
The plan expands the traditional concept of support for customers’ core businesses by explicitly defining it as customer-focused and including the development of a customer base and earnings base through a sustainable business model. - FY2018-Q3RestatedAnnual report
「To maximize the strengths of a regional financial group operating across prefectural borders, we are working to further evolve and develop our business model centered on support for customers’ core businesses, while pursuing management efficiency and rationalization to maximize the benefits and synergies of integration.」
The Group continues to pursue a business model centered on support for customers’ core businesses and combining management efficiency improvements and rationalization to increase the benefits of integration. - FY2018-Q2RestatedAnnual report
「To maximize the strengths of a regional financial group operating across prefectural borders, we are working to further evolve and develop our business model centered on support for customers’ core businesses, while pursuing management efficiency and rationalization to maximize the benefits and synergies of integration.」
The Group continues to pursue a business model centered on support for customers’ core businesses and combining management efficiency improvements and rationalization to increase the benefits of integration. - FY2017RestatedAnnual report
「Since shortly after its establishment, the Group has pursued its long-term strategy of providing support for customers’ core businesses in an organized and sustained manner. Although its results have received a certain degree of recognition from local communities, the Group recognizes that further evolution and development remain challenges.」
The Group continues to pursue support for customers’ core businesses as a long-term, organized guiding principle and regards further evolution as a challenge. - FY2017-Q3RestatedAnnual report
「To maximize the strengths of a regional financial group operating across prefectural borders, we aim to further evolve and develop our business model centered on support for customers’ core businesses, while pursuing greater management efficiency and rationalization to maximize the benefits and synergies of integration.」
The Group has reiterated a business model centered on support for customers’ core businesses, combined with management efficiency improvements and rationalization. - FY2017-Q2RestatedAnnual report
「To maximize the strengths of a regional financial group operating across prefectural borders, we aim to further evolve and develop our business model centered on support for customers’ core businesses, while pursuing greater management efficiency and rationalization to maximize the benefits and synergies of integration.」
The Group has reiterated its policy of maintaining a business model centered on support for customers’ core businesses and developing it through efficiency improvements and rationalization. - FY2017-Q1RestatedAnnual report
「Kirayaka Bank began providing support for customers’ core businesses in 2009 and has actively addressed customers’ diverse business needs. Since 2013, the Group has adopted support for customers’ core businesses as its unified guiding principle and has promoted it as the only financial group with a presence in both Miyagi and Yamagata prefectures.」
The Group continues to position support for customers’ core businesses as its unified guiding principle. - FY2016First statedAnnual report
「Since shortly after its establishment, the Group has pursued its long-term strategy of providing support for customers’ core businesses in an organized and sustained manner.」
Supporting the core businesses of its business partners is a long-term guiding principle and a basis for differentiation.