Deepening Strategic Business Areas Centered on Regional and Retail Businesses
First written in FY2016. 6 of 14 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2026: 2 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The Group will work to grow its core businesses, create next-generation growth drivers and structurally reform its management platform, with the aim of establishing an earnings structure less susceptible to changes in the external environment.」
Under the new medium-term management plan, the previous strategy centered on regional and retail banking has been reorganized into 3 areas: core businesses, next-generation growth drivers and management platform reform. - FY2021RestatedAnnual report
「“Deepening” to thoroughly “differentiate” traditional indirect finance operations (trust banking plus commercial banking), and the “challenge” of new businesses pursued with fresh ideas aimed at moving “beyond banking”」
The company continues to pursue a strategy comprising the deepening of its existing regional and retail businesses and the challenge of developing new businesses beyond banking. - FY2020ReframedAnnual report
「Under the medium-term management plan covering the period through fiscal 2022, the Group will pursue “deepening” to thoroughly “differentiate” traditional indirect finance operations (trust banking plus commercial banking), while taking on the “challenge” of new businesses pursued with fresh ideas aimed at moving “beyond banking”」
In the new plan, the previous framework centered on regional and retail banking has been reorganized into two pillars: “deepening” existing businesses and taking on the “challenge” of businesses that move beyond banking. - FY2019RestatedAnnual report
「This plan establishes as its basic strategies the “evolution of the ‘Omni-Channel,’” the development of “26,000 ‘Omni-Advisers,’” and the establishment of an “Omni-Regional” structure」
The company continues to pursue its regional and retail strategy through the 3 basic strategies of Omni-Channel, talent development and an Omni-Regional structure. - FY2018RestatedAnnual report
「This plan establishes as its basic strategies the “evolution of the ‘Omni-Channel,’” the development of “26,000 ‘Omni-Advisers,’” and the establishment of an “Omni-Regional” structure」
The company continues to pursue its regional and retail strategy through the 3 basic strategies of the medium-term plan: Omni-Channel, the development of 26,000 employees, and an Omni-Regional structure. - FY2018-Q3AdvancedAnnual report
「On 14 November 2017, the company established this holding company. On the same day, the holding company entered into agreements for a share exchange under which the holding company would become the wholly owning parent company and Minato Bank would become a wholly owned subsidiary, and for a share exchange under which the holding company would become the wholly owning parent company and Kansai Urban Banking Corporation would become a wholly owned subsidiary.」
The integration of 3 regional banks in Kansai has progressed through the establishment of an intermediate holding company, the execution of share exchange agreements, the transfer of shares in Kinki Osaka Bank and the launch of a tender offer, advancing the concrete implementation stage of the regional and retail strategy. - FY2018-Q2AdvancedAnnual report
「By sharing the strengths cultivated by the integrated companies and providing sophisticated financial services and solutions through a one-stop platform, the Group will deepen its relationships with a broad range of customers in the regions it serves and contribute to the development and revitalization of local communities.」
Through the integration of 3 regional banks in Kansai, the company is giving concrete form to its regional and retail strategy by sharing the strengths of the integrated companies and providing one-stop financial services. - FY2017ReframedAnnual report
「This plan establishes as its basic strategies the “evolution of the ‘Omni-Channel,’” the development of “26,000 ‘Omni-Advisers,’” and the establishment of an “Omni-Regional” structure, setting out a path toward the future of retail financial services that the Group envisions beyond the changes ahead and toward the Group’s sustainable growth.」
The Group’s previous strategy centered on regional and retail banking has been reorganized as a new basic strategy that includes establishing an “Omni-Regional” structure. - FY2017-Q3RestatedAnnual report
「The Group will further enhance its differentiation strategy, centered on the regional and retail businesses in which it has strengths and built around “solutions” that leverage its trust banking, real estate and other functions.」
The company reiterates its differentiation strategy centered on regional and retail banking and leveraging trust banking and real estate functions. - FY2017-Q2RestatedAnnual report
「The Group will further enhance its differentiation strategy, centered on the regional and retail businesses in which it has strengths and built around “solutions” that leverage its trust banking, real estate and other functions.」
The company reiterates its differentiation strategy centered on regional and retail banking and leveraging trust banking and real estate functions. - FY2017-Q1RestatedAnnual report
「The Group will further enhance its differentiation strategy, centered on the regional and retail businesses in which it has strengths and built around “solutions” that leverage its trust banking, real estate and other functions.」
The company reiterates its differentiation strategy centered on regional and retail banking and leveraging trust banking and real estate functions. - FY2016First statedAnnual report
「The Group will further enhance its differentiation strategy, centered on the regional and retail businesses in which it has strengths and built around “solutions” that leverage its trust banking, real estate and other functions.」
The company positions differentiation combining regional and retail banking with trust banking and real estate functions as a key means of driving growth.