Use of ATMs and Everyday Plaza Service Centers
First written in FY2016. 7 of 11 entries say "Advanced", first in FY2018. Latest entry: FY2026.
The whole theme swung hardest in 2020: 1 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「As part of branch reform, to consolidate the management resources of dispersed nearby branches and build an efficient sales structure, we introduced an area-based system in 2 new areas, Kakamigahara and Gifu-Minami, and reviewed the existing areas. As a result, the area-based system covered a total of 27 areas as of the end of FY2025. Going forward, we will roll out the area-based system across all branches to further improve the efficiency of our sales structure.」
The company added 2 areas to the area-based system, bringing the total to 27 areas as of the end of FY2025. It also describes plans to roll out the system across all branches. - FY2023AdvancedAnnual report
「We promoted the in-branch branch model, in which multiple branches operate within the same building, and relocated 7 branches—the Tsuchida, Sekiguchi, Masaki, Oshikoshi and Kamiishizu sub-branches, the Yuhigaoka special sub-branch, and the Imao agency, which was converted into a sub-branch at the same time—to nearby branches. While improving the efficiency of our branch network, we also established “OKB Consultation Plaza” facilities at some former branch locations to strengthen customer touchpoints as locations where customers can consult us easily about anything.」
Under the in-branch branch model, 7 branches were relocated to nearby branches, and consultation centers were established at the former branch locations. The company is pursuing greater branch-network efficiency and stronger customer touchpoints at the same time. - FY2022ReframedAnnual report
「(2) Strengthening touchpoints with customers ● Reorganizing branches by function to match regional and customer needs ● Improving customer experience and expanding customer touchpoints by strengthening non-face-to-face channels and using data effectively」
The scope of the measures has expanded from using channels such as ATMs and Everyday Plazas to strengthening customer touchpoints through a combination of branch reorganization by function, non-face-to-face channels, and effective use of data. - FY2020RestatedAnnual report
「By reviewing the full-service banking functions of branches and strengthening direct-channel functions, we will secure customer touchpoints across all channels and strengthen our sales capabilities.」
The company identifies reviewing branch functions and strengthening direct channels as a key strategy under the medium-term management plan to secure customer touchpoints. - FY2020-Q3AdvancedAnnual report
「Loans increased by ¥17.977 billion from the end of the previous fiscal year to ¥4.131110 trillion, owing in part to an increase in housing loans resulting from efforts to differentiate the bank from other banks through the development of Loan Plazas that operate on Saturdays, Sundays and public holidays, including Everyday Loan Plazas, which are open year-round.」
The company continued channel initiatives through Loan Plazas operating on holidays and Everyday Loan Plazas operating year-round, and describes increases in housing loans and the loan balance. - FY2019-Q3AdvancedAnnual report
「Loans increased by ¥90.164 billion from the end of the previous fiscal year to ¥4.113254 trillion, owing in part to an increase in housing loans resulting from efforts to differentiate the bank from other banks through the development of Loan Plazas that operate on Saturdays, Sundays and public holidays, including Everyday Loan Plazas, which are open year-round.」
The company continued channel initiatives through Loan Plazas operating on holidays and Everyday Loan Plazas operating year-round, and describes increases in housing loans and the loan balance. - FY2019-Q2AdvancedAnnual report
「Loans increased as a result of promoting differentiation from other banks through the development of Loan Plazas that operate on Saturdays, Sundays and public holidays, including Everyday Loan Plazas, which are open year-round, among other factors, including an increase in housing loans.」
The company continued channel initiatives through Loan Plazas operating on holidays and Everyday Loan Plazas operating year-round, and describes their relationship with the increase in housing loans. - FY2019-Q1AdvancedAnnual report
「Loans increased as a result of promoting differentiation from other banks through the development of Loan Plazas that operate on Saturdays, Sundays and public holidays, including Everyday Loan Plazas, which are open year-round.」
The company cites an increase in housing loans as an effect of channel initiatives through Loan Plazas operating on holidays and Everyday Loan Plazas operating year-round. - FY2018AdvancedAnnual report
「We promoted differentiation from other banks by developing Loan Plazas that operate on Saturdays, Sundays and public holidays, including Everyday Loan Plazas, which are open year-round.」
The company states that, in addition to its existing ATMs and Everyday Plazas, it developed Loan Plazas operating on holidays as a channel initiative. - FY2017RestatedAnnual report
「We will also advance our channel strategy, including the use of ATMs and Everyday Plazas.」
The channel strategy, including ATMs and Everyday Plazas, is reiterated. - FY2016First statedAnnual report
「We will also advance our channel strategy, including the use of ATMs and Everyday Plazas.」
The use of service delivery channels is identified as a measure under the medium-term plan.