Business Strategy
At the Resona Group, we take seriously our obligations as a recipient of substantial public funding. To expeditiously revitalize our operations, we have been implementing various operational reforms, selecting and focusing on key businesses, and concentrating management resources in selected businesses. More specifically, we have been concentrating management resources in retail businesses, transcending our old mindset of self-sufficient vertical integration, implementing customer-centric reforms in pursuit of productivity gains through low-cost operations, and proactively pursuing Resona differentiation strategies (area management, alliances, operational reform, and service reform). We will endeavor to establish true retail banks through "selecting and focusing on key business domains" and "a distinctive Resona style", continuing to concentrate management resources in selected businesses and implement the differentiation strategies thoroughly we have been pursuing. |
|
 |
|
Selecting and Focusing on Key Business Domains |
|
Under the New Plan, we will reorganize our five core businesses (SME banking, personal loans, financial product sales, real estate, and corporate pensions) as business domains and endeavor to make them more customer-centric. We will do so through an approach of responsively catering to customer needs while strengthening our retail operations, trust banking functions, and consultative sales capabilities. |
|
|
|
With Japan evolving into a consumer-led society in the wake of the aging of society and advancement of information technology, we will provide retail customers with optimal products and services (e.g., personal loans, investment products) tailored to various life stages.  |
|
|
|
Corporate customers are facing increasingly complex and diverse management challenges as their markets mature and operating environments change rapidly in the wake of globalization. By amassing knowledge and skills at both the sales-force and corporate levels, we will be able to propose optimal solutions (e.g., SME loans, real estate, corporate pensions) to customers' management challenges.  |
|
Establishment of Resona Style |
|
We will continue the differentiation strategies we have implemented and establish a distinctive Resona style by creating a new corporate culture, focusing on individuals, and endeavoring to become Japan's most trusted company. Through this approach, we aim to become Japan's retail banking leader. |
|
|
|
We have been embracing low-cost management, strengthening our sales capabilities, and implementing operational reforms to establish a differentiated business model. Based on such reforms, we will create a new corporate culture by strengthening our marketing capabilities, reforming workstyles, and converting to a paperless office environment to further boost productivity, improve risk management, and enhance our competitiveness. |
|
|
|
We have been implementing several differentiation strategies (e.g., area management) to improve relations with customers and promote diversity management. Under the New Plan, we will value each and every customer and employee as individuals and endeavor to strengthen our relationships and reform our human resources. |
|
|
|
Mindful that trust is fundamental to the financial services business, we have been endeavoring to become Japan's most-trusted company by contributing to society and our local communities through conscientious service that reliably meets customer needs. We will continue to strengthen our service reform and CSR (Corporate Social Responsibility) initiatives to win customers' perpetual loyalty. |
|
 |
|
