Creating New Corporate Value
First written in FY2016. 6 of 12 entries say "Advanced", first in FY2024. Latest entry: FY2026.
The Chiba Bank moved to the "Worse" side of this theme in 2020.
The whole theme swung hardest in 2017: 2 of 9 companies on the "Worse" side.
16 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In March last year, the Bank established a new analytics and marketing platform. By using this platform to centrally aggregate information on deposit accounts and other data, together with customers’ behavioral data obtained through apps and email, it further advanced its marketing strategy.」
One to One marketing progressed into the establishment of an analytics and marketing platform that centralizes deposit account information and behavioral data from apps and email. - FY2025AdvancedAnnual report
「To create the best possible customer experience, the Bank strengthened its use of data on customers’ transactions and behavior and advanced initiatives to address customers’ latent needs through One to One marketing for each individual customer. With Google Cloud Japan G.K., with which the Bank agreed on a joint business plan in January last year, it further advanced digital marketing by strengthening the use of data analysis technologies provided by Google Cloud.」
One to One marketing was expanded to include greater use of data analysis technologies with Google Cloud, advancing personalized proposals based on customer data. - FY2025-H1AdvancedAnnual report
「Through this transaction, the Chiba Bank Group believes it can realize a wide range of synergies that go well beyond the existing framework, including further strengthening One to One marketing, reforming operations through AI and deploying these capabilities to alliance banks, as well as “DX for the entire region,” including the provision of AI solutions.」
Initiatives to enhance the customer experience and engagement were translated into strengthening One to One marketing through the acquisition of an AI company, operational reform through AI, and DX for the entire region. - FY2024AdvancedAnnual report
「To create the best possible customer experience, the Bank strengthened its use of data on customers’ transactions and behavior and advanced initiatives to address customers’ latent needs through One to One marketing for each individual customer.」
The policy of enhancing the customer experience and engagement was translated into the implementation of One to One marketing using transaction and behavioral data. - FY2023ReframedAnnual report
「Under this medium-term management plan, the Bank has adopted “evolving a customer-centric business model” as its guiding principle. By changing its approach to providing products and services and creating the best possible customer experience, it will further enhance engagement with customers.」
The concepts of creating shared value with customers and enhancing the customer experience were reorganized as “evolving a customer-centric business model,” creating the best possible customer experience, and enhancing engagement. - FY2020ReframedAnnual report
「The Bank has established as its vision “Enhancing the customer experience through deeper financial functions and the creation of a new regional banking model.”」
“Creating Shared Value with Customers” was reframed as deepening financial functions, creating a new regional banking model, and enhancing the customer experience. - FY2019RestatedAnnual report
「To this end, the Bank is addressing 3 challenges: “creating shared value with customers,” “achieving workplace reform that enables all employees to shine,” and “strengthening the management structure for sustainable growth.”」
The Bank continues to uphold the 3 key challenges under the medium-term management plan. - FY2018RestatedAnnual report
「To this end, the Bank is addressing 3 challenges: “creating shared value with customers,” “achieving workplace reform that enables all employees to shine,” and “strengthening the management structure for sustainable growth.”」
The renamed “Creating Shared Value with Customers,” formerly “Creating New Corporate Value,” continues as a key challenge under the medium-term plan. - FY2017ReframedAnnual report
「“Creating Shared Value with Customers”」
The wording was revised from the previous “Creating New Corporate Value” to creating shared value with customers. - FY2016First statedAnnual report
「“Creating New Corporate Value”」
This was identified as one of the 3 challenges under the medium-term management plan.