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Add value through DX

Mebuki Financial Group is advancing various initiatives toward transformation using digital technology to aim for sustainable growth and strengthened competitiveness. As specific results of DX, we are realizing improvements in customer service, efficiency in internal operations, and faster management decision-making. Through these initiatives, we will promote our own growth and establish a solid position, while contributing to the digital transformation of the entire region by returning our experience, know-how, and corporate connections to the local community.

Measures under 4th MTGBP

Strategic utilization of generated AI and machine learning

Enhancement of personalized marketing through the utilization of AI with internal data, sharing of know-how within the Group, etc.

Upgrading offensive DX and defensive DX

Expansion of tablet functions at our branches, introduction of digital channels for corporate customers, and reform of corporate internet banking

Developing human resources for DX

Development of DX human resources suited to actual business conditions and improving the levels of expertise of DX leaders among human resources

Infrastructure development for supporting DX

Renovation of groupware, CRM, and SFA, and improvements to communications and device environments

Enhancing consulting services with human-driven value

Digital contact points with UI/UX friendliness

Efficient and smart office work Improving Productivity through Strategic Use of Data and AI

Strategic utilization of data and AI to improve productivity

  • Utilization of data storage as a way to appeal to customers needs in a timely manner
  • Expansion to the scope, and penetration of, AI utilization, and incorporation of generative AI into daily business operations

High-value-added Channels and Improving Convenience

  • Increases to the added value of manned branches as consultation bases
  • Expansion of channels for non-face-to-face inquiries as a way of minimizing stress

Transformation of Branches to be “Workless”

  • Improvements to productivity by minimizing back-office operations at stores and branches

DX Strategy that the Group Aims to Realize

DX strategy story that the Group aims to realize

To share a common definition and understanding of the term DX as the Group, we have established a DX strategy story as below and used it as a guide for our DX strategy.

  • The DX will free customers, employees and staff from hassles (business innovation/digital channel) and provide easy access to information that will inspire them to take a next action (data utilization), so that people can continue to provide new value to the local communities through activities that are unique to them.
  • To this end, we will work to strengthen our DX infrastructure, including developing a digitally connected environment (developing an environment for paperless, cloud, etc.) and utilizing and transforming digital skills and mindsets (management’s commitment and human resources; shifting our focus on human resources from quantity to quality) and leverage various knowledge and open networks (collaborations with other companies and incorporation of technologies) accumulated in the Group to provide DX support to corporate customers and local regions.

Roadmap for DX　※Revised in March 2025

We have broken down the DX strategy into five areas and clearly define what we aim for and key measures for each area. With an understanding of this overall direction that the Group is heading in, we are proceeding with the roadmap, setting defined implementation timelines in the annual business plan taking into consideration each group company’s status and circumstances.

Roadmap for DX

Underlined parts are Key Success Factors (KSF)

Strategy Category Vision for end of FY2027※(achievement targets) Main initiatives
Digitalization/Innovation in Traditional Banking Business
  • Progress has been made in the strategic utilization of generative AI, and several examples of highly effective positive applications of the technology have been announced
  • CRM/SFA has been reformed, leading to an improvement in sales activities
  • Strategic Utilization of Generative AI in Banking Services
  • Introduction of Next-Generation Branch System (improvement of accounting-use UI/UX for bank staff)
  • Addition of Features to Self-Counter Navigation (Slip-less) and Innovation in OTC Operations
  • Innovation in Sales Style Through Reform of CRM/SFA and Improvements in Customer Data Storage
Improvement of Digital Channels/Expansion of Contact Points with Customers
  • The UI/UX of the various digital channels has been improved and well received by customers
  • Many payments of taxes and public fees, as well as settlements between corporations, have shifted to self-service transactions.
  • Promotion of Widespread Use and Increasing of Added Value Through Improvements to Digital Channel UI/UX
  • Shift to Non-Face-to-Face Transactions for Tax and Public Fee Payment and Settlement Between Corporations
  • Responding to Changes in the User Authentication Environment (JPKI, DID/VC, etc.)
  • Research and Practical Application of Remote Sales and Business Use of Virtual Spaces
Strengthening Data Utilization
  • The frequency and scope of use of statistical AI tools have increased, and become widespread throughout the organization
  • The MA marketing scenario has expanded, and the proportion of web advertising produced in-house has increased (improving cost effectiveness)
  • Expansion of Data in the Integrated Data Infrastructure and Advancement of Statistical AI Utilization
  • Bolstering of Scenarios for Personalized Marketing using MA and CDP
  • Strengthening of Data Governance Through BI and Data Catalogs
  • Improved Return on Advertising Investments Through More Sophisticated Web Marketing
Enhanced DX Infrastructure
  • The digital working environment provides employees with high levels of satisfaction
  • We have secured the number of DX personnel necessary for the rolling out of DX
  • Responding to Renewal of the Next Core System and Transition from Existing System Centers
  • Development of DX Personnel and Portfolio Management In Line with Actual Business Conditions
  • Development of a Pleasant Working Environment Through Reviews of Groupware, etc.
  • Enhancement of Security Measures and Capabilities to Help Protect Against Increasingly Complex Cybercrime
DX Support/Collaboration with Customers and Local Regions
  • DX support sales lead to business support that goes beyond one off BM measures
  • Collaboration with external parties has continued, and DX support for our customers, including in terms of implementation and establishment, is being put in place and enacted successfully
  • Evolution into DX Consulting As a Deeper Part of Business Support
  • Expansion of Customer Support System Through Cooperation with External Parties
  • Roll Out of Escorted Support and DX Support Business that Contribute to Regional Revitalization and Local Government DX
  • Development of Human Resources to Improve the Level of Sales and Consulting in DX Support

※These initiatives are managed on the basis that they will be achieved in three years. However, in the event of significant technological innovations or changes in the environment, revisions may be made in the short term.