Optimization of Products, Services and Channels through a Three-Company Structure
First written in FY2017. 5 of 7 entries say "Advanced", first in FY2019. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Dai-ichi Life has worked to expand its product lineup, including by launching a new Wide-Type Premium Waiver Rider with coverage extended to 12 diseases and conditions, as well as providing integrated consulting on protection, asset building and succession planning through its Life Design Designers.」
Optimization of products and channels through the three-company domestic structure progressed into integrated consulting on protection, asset building and succession planning, coverage expanded to 12 diseases and conditions, and the launch of new products. - FY2025AdvancedAnnual report
「Dai-ichi Life has worked to expand its product lineup, including through the launch of new products, to provide value through integrated consulting on protection, asset building and succession planning. Neo First Life revised its flagship medical insurance product, Neo de Iryo, enabling policy designs that efficiently address diversifying hospitalization needs while lowering premiums for younger generations, and has continued responding to customer needs under the brand concept “Just right, properly, good insurance.”」
Optimization of products and channels through the three-company domestic structure took concrete form in integrated proposals for protection, asset building and succession planning, the revision of medical insurance, and the launch of new products. - FY2024AdvancedAnnual report
「We will also accelerate initiatives in non-insurance fields to help address social issues in an era of 100-year lifespans. At Dai-ichi Life Insurance Company, Limited, we are working to renew management quality to eliminate financial misconduct, while accelerating initiatives to return new business performance to pre-COVID levels by developing new products that capture increasingly diverse customer needs and strengthening our consulting capabilities through the optimal combination of digital and physical channels.」
Optimization of products and channels through the three-company domestic structure expanded into non-insurance businesses, new products, and consulting combining digital and physical channels. - FY2022AdvancedAnnual report
「We will actively pursue the early realization of OMO (Online Merges with Offline), integrating digital channels with physical channels such as lifetime planning designers, so that customers can access what they want, when they want it, in a natural way.」
The 3-company structure and multi-brand, multi-channel strategy were put into practice as a CX design strategy and OMO integrating digital and face-to-face channels. - FY2020ReframedAnnual report
「Going forward, we will further advance this strategy and roll out the “Multi-Brand, Multi-Channel Strategy—2nd Stage,” which aims for further growth by realizing synergies among the 3 domestic companies.」
We reorganized the optimization of products, services and channels through a 3-company structure into the “2nd Stage,” with an emphasis on synergies among the 3 domestic companies. - FY2019AdvancedAnnual report
「In the domestic life insurance business, under our “Customer First Business Operations Policy,” we will invest resources in evolving products, services and channels and promote a multi-brand, multi-channel strategy to respond accurately to increasingly diverse customer needs.」
We put the optimization of products, services and channels through a 3-company structure into practice through a multi-brand, multi-channel strategy and expansion into agencies, other industries and communities. - FY2017First statedAnnual report
「Through the three-company structure of Dai-ichi Life Insurance Company, Limited, Dai-ichi Frontier Life Insurance Company, Limited and Neo First Life Insurance Company, Limited, we will further promote customer-oriented business operations and accurately address a wide range of customer needs by delivering the optimal products and services through the optimal channels.」
We described measures to operate the domestic life insurance business through the division of roles among 3 companies and the optimization of products and channels.