Expanding Customer Touchpoints and Supporting Customers in Realizing Their Dreams
First written in FY2016. 3 of 8 entries say "Reframed", first in FY2017. Latest entry: FY2026.
The Kita-Nippon Bank moved to the "Worse" side of this theme in 2017, 4 years before the typical company in this theme (2021).
The whole theme swung hardest in 2021: 5 of 25 companies on the "Worse" side.
7 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「Against this backdrop, the Bank has reached the final year of the medium-term management plan “BRANDING THE KITAGIN QUALITY 2027 — A Financial Services Company that Solves Problems and Creates a Sustainable Future Together.”」
The Bank continues to pursue bespoke problem-solving for companies and individuals based on a customer-first orientation as part of the second phase of the 10-Year Vision and the implementation of the medium-term management plan. - 2026-05-27RestatedGeneral Meetings of Shareholders
「Based on a thorough customer-first approach, we aim to establish a competitive advantage by continually delivering made-to-order solutions tailored to each company and individual, without being constrained by conventional banking concepts. As a result, we aim to become a company that customers, employees, and their families find attractive.」
The company continues to present a customer-first approach and made-to-order support for companies and individuals as its management direction. - FY2025ReframedAnnual report
「In the second phase of our 10-Year Vision, we have adopted “Make Our Hometown, Iwate Tohoku, More Prosperous and Interesting” as the key concept for the mission we must fulfil. Based on a thorough customer-first orientation, we will establish a competitive advantage by accumulating practical experience in bespoke problem-solving tailored to each company and individual, without being bound by conventional banking ideas」
The policy for solving customer problems has been reorganised around a customer-first orientation and bespoke support for companies and individuals, and positioned as part of the second phase of the 10-Year Vision. - FY2024AdvancedAnnual report
「For individual customers, we also established a structure to meet a broad range of customer needs by enhancing our product lineup, including the introduction of 50-year home loans.」
The Bank introduced 50-year home loans to address the needs of individual customers and specified the expansion of its product lineup. - FY2021AdvancedAnnual report
「In April 2021, we established the Business Consulting Office within the Sales Administration Division and created a structure for thoroughly promoting customer-led problem-solving by shifting support for customers affected by COVID-19 from cash-flow support to support for their core businesses.」
The establishment of the Business Consulting Office was specified as a measure to shift customer support from a focus on cash flow to support for core businesses and customer-led problem-solving. - FY2020ReframedAnnual report
「Supporting Customers’ “Now” and Opening Up “Tomorrow” Together」
The previous wording about supporting customers in solving problems and realising their aspirations was revised to emphasise building relationships that support customers’ present and open up their future together. - FY2017ReframedAnnual report
「By focusing closely and attentively on solving customers’ problems and enhancing service value, we will highlight our differences from other financial institutions, demonstrate our presence in the community and become a bank that grows and develops together with local customers」
The Bank revised its messaging from increasing customer touchpoints and supporting the realisation of customers’ aspirations to a sales model focused on solving customer problems, enhancing service value and achieving differentiation. - FY2016First statedAnnual report
「By maintaining numerous points of contact with customers, listening to their many aspirations and developing personnel who can support the realisation of those aspirations, we will expand our customer base and contribute to solid reconstruction and our customers’ prosperity」
The Bank presents a sales model of increasing points of contact, listening to customer needs and supporting their realisation through its personnel.