Regional Revitalization and Improved Earnings Power Through Valuable Proposals
First written in FY2016. 8 of 13 entries say "Advanced", first in FY2017. Latest entry: FY2026.
The whole theme swung hardest in 2021: 5 of 25 companies on the "Worse" side.
17 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To date, we have identified approximately 30,000 needs among more than 10,000 customers. In addition to providing financing functions, we have made full use of the group’s capabilities to address customers’ increasingly diverse and complex issues, including support for business succession, securing human resources, and initiatives addressing environmental and social issues.」
Needs identified through the “Connecting Process” expanded to more than 10,000 customers and approximately 30,000 needs, with support for business succession, human resources, and environmental and social issues advanced across the group’s functions. - FY2025AdvancedAnnual report
「To date, we have identified more than 24,000 needs among 8,965 customers. In addition to providing financing functions, we have addressed customers’ increasingly diverse and complex issues by making maximum use of the group’s capabilities, including support for business succession, securing human resources, and initiatives addressing environmental and social issues.」
Goal- and needs-based sales activities through the “Connecting Process” expanded to cover 8,965 customers and more than 24,000 identified needs, extending into support for business succession, human resources, and environmental and social issues. - FY2023AdvancedAnnual report
「In October 2022, we introduced the “Connecting Process” to standardise goal-based and needs-based sales activities.」
The bank moved from its conventional focus on value realisation and issue resolution to a specific initiative standardising this direction as the “Connecting Process.” - FY2022ReframedAnnual report
「Based on the achievements and challenges of the “Innovation 新次元” medium-term management plan over the past 3 years, we will further deepen our current initiatives and actively address the resolution of social and customer issues in order to realise the purpose established by the bank in November 2021: “We weave the future of local communities through the power to connect.”」
While carrying forward the previous initiatives focused on value realisation and valuable proposals, the bank shifted its wording and focus toward resolving social and customer issues based on its purpose. - FY2021RestatedAnnual report
「Building on the “valuable proposals” we have pursued to date, we have focused on delivering the value of those proposals and, through innovation in the services we provide, aim to develop into a “financial group that realises value.” We therefore named this initiative “Innovation 新次元.”」
Building on “valuable proposals,” the bank continues to pursue service innovation and value realisation. - FY2020RestatedAnnual report
「While carrying forward the “valuable proposals” we have developed to date, we will pursue the best “value realisation” for customers by providing high-quality consulting that meets their true individual needs, rather than merely extending our traditional financial services, while aiming for a fundamental transformation of our earnings structure (“New Dimension”).」
Building on the conventional “valuable proposals,” the bank continues to pursue high-quality consulting and value realisation. - FY2019ReframedAnnual report
「Building on the “valuable proposals” we have pursued over the past 6 years, we have focused on delivering the value of those proposals and, through innovation in the services we provide, aim to develop into a “financial group that realises value.” We therefore named this initiative “Innovation 新次元.”」
While carrying forward the conventional “valuable proposals,” the bank shifted its wording and focus toward delivering proposal value through service innovation. - FY2018AdvancedAnnual report
「For corporate customers, we placed even greater emphasis on business feasibility assessments to gain a deeper and more accurate understanding of their management issues. In addition, to enable our branches to contribute more to customer growth, we introduced an assessment of activity processes into branch performance evaluations and will work to build medium- to long-term relationships.」
In addition to focusing on business feasibility assessments, the bank introduced activity-process evaluations into branch performance assessments, giving concrete form to the sales processes supporting valuable proposals. - FY2017AdvancedAnnual report
「In June 2016, we reorganised our head-office functions to provide corporate customers with optimal solutions for resolving management issues and individual customers with services suited to their respective life stages, and to further develop our valuable proposal activities.」
The organisational restructuring consolidated consulting functions for corporate and individual customers and gave concrete form to the further development of “valuable proposal activities.” - FY2016First statedAnnual report
「Under this corporate philosophy, we will further refine our “valuable proposals,” contribute to the revitalisation of local communities, and work to capture more revenue opportunities to improve our profitability.」
The bank presents its proposal capabilities for customers, local revitalisation and the capture of revenue opportunities as an integrated set of initiatives.