Incorporating digital technology and working to solve social problems
Fuyo General Lease's Vision for DX
Based on the philosophy of CSV (Creating Shared Value), Fuyo General Lease aims to solve various social problems and realize economic value simultaneously through its businesses. In addition, as the digital shift in society is accelerated by advances in technology, Fuyo General Lease aims to create long-term shared value by incorporating digital technology and continuously adapting the value it provides to society to changes in the external environment.
1.Fuyo General Lease DX Strategy
Fuyo General Lease has formulated four strategies to create shared value through DX.
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Strategy 1Efforts to expand new business areas
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Strategy 2Increasing the value we provide through advanced products and services
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Strategy 3Digital support for sales activities
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Strategy 4Drastically increase efficiency and sophistication of business operations, flexible work styles, and business process reform
2.Strategic Objectives
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Strategy 1
Efforts to expand new business areas
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Business development support such as recurring subscriptions, etc.
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Strategy 2
Increasing the value we provide through advanced products and services
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Cloud solution deployment
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Helping partner companies build DX products
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Strategy 3
Digital support for sales activities
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Advanced sales support system
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Advanced marketing through data collaboration and analysis
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Strategy 4
Drastically increase efficiency and sophistication of business operations, flexible work styles, and business process reform
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Promoting the efficiency of internal business processes using digital technologies
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IT & DX personnel reskilling
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3.DX strategy promotion system
- (1) Creation of “DX・Marketing Strategy Div.”
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In April 2022, the DX・Marketing Strategy Div. was established as the department responsible for promoting the DX strategy
- (2) Creation of “DX Strategy Promotion Committee”
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The “DX Strategy Promotion Committee” (established in April 2022), of which the President is a member, discusses and reports on (1) the organizational and institutional development necessary for promoting the DX strategy, (2) promotion of the sales DX strategy, and (3) development of an environment for the utilization of IT systems and digital technologies that support the DX strategy.
4.Strategy promotion status, etc.
The status of DX strategy promotion at the end of July 2022 is as follows.
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Strategy 1
Efforts to expand new business areas
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Under this strategy, we will advance the development of value-added services that utilize IT, and work on new businesses that have been difficult to deal with in the past.
Specifically, as customer consumption behavior shifts from “purchase (consumption of things)” to “use (consumption of services),” with the maturity of the market for things and decarbonization as keywords, we are prioritizing the study of environmental improvements to IT systems in order to support manufacturers and other customers in building recurring and other services, starting in April this year.
The challenge is to effectively renovate IT infrastructure, including company's core systems, to meet the diverse needs of customers. Going forward, we plan to establish IT systems that enable the earliest possible delivery of services by studying detailed functions in cooperation with sales departments, systems departments, and other departments. -
Strategy 2
Increasing the value we provide through advanced products and services
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Under this strategy, we will continue to improve the added value of existing services utilizing IT.
Specifically, in view of the fact that the decline in the working population is becoming a social problem, in addition to providing support related to customer “operations” through the provision of various BPO services, we are currently promoting the provision of “BPS: Business Process Services,” which realize customer business reform and DX in a multifaceted manner by providing DX-related solutions such as cloud services from a “systems” perspective.
The challenge is to expand new cloud services to meet the diverse and sophisticated business challenges of customers. In the future, we plan to launch new sales of business analysis support cloud systems for medical institutions in our group companies, and provide various financial services, BPO services, and system solutions through the visualization of management issues in medical institutions. -
Strategy 3
Digital support for sales activities
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Under this strategy, we aim to establish systems that support sales activities using digital technologies in order to contribute to the creation of new businesses and the improvement of customer service.
Specifically, since April of this year, we have been preparing to change the internal sales support system in order to create an environment that can realize the utilization of sales data.
The challenge is how to link the new sales support system with the existing in-house system to promote efficient sales activities and the use of data, and how to link data from group companies. Going forward, we will build a platform for sharing the group's customer data, and also promote the study of a data analysis platform. -
Strategy 4
Drastically increase efficiency and sophistication of business operations, flexible work styles, and business process reform
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Under this strategy, we will use digital technology effectively to achieve middle and back office business process reforms.
As a first concrete initiative, we have been promoting the efficiency of routine operations through the introduction of RPA and AI-OCR throughout the company, and currently, we are making existing operations “visible,” “extracting issues,” and radically increasing the efficiency and sophistication of our business operations using digital tools.
The challenge is that we are diversifying and sophisticating our operations in line with the expansion of business areas, so we also need to expand the area of efficiency. Going forward, we plan to utilize the digital technology and know-how of our group companies to promote initiatives across the company and expand the coverage of our business operation efficiency and sophistication.
Secondly, we are considering the introduction of digital tools aimed at diversifying our methods of communication and improving project management for flexible work styles and business process reform.
The challenge is how to link our existing systems and changes to the sales support system that we are considering. Going forward, we will pilot various digital tools and continue to consider their introduction.
Third, in order to realize the above two points, we believe that it is important for each employee to acquire digital literacy. In April of this year, we began to formulate a DX human resource development program for all employees, and we are preparing to start specific programs.
The challenge is to develop detailed training options and practical programs that are tailored to the roles of all employees. Going forward, we will prepare for the implementation of specific training programs, such as the introduction of e-learning offered by external companies.
We at Fuyo Lease Group are focusing on other business areas in addition to financial services, such as BPO (Business Process Outsourcing), in order to respond to dramatic changes in the external environment, such as the recent decline in the working population and social issues such as climate change, diversification and sophistication of customer needs, and changes in the competitive environment that go beyond the boundaries of industries. We feel that it is increasingly important to use digital technologies to expand our business areas.
In our medium-term management plan “Fuyo Shared Value 2026,” which began in April this year, we set out our plans to solve social problems and simultaneously realize the creation of economic value. These goals cannot be achieved simultaneously with conventional leasing and other types of financial services alone. The mere streamlining and digitization of work are also not enough. It is essential that we transform our business models and internal business processes. This is the purpose of the “DX strategy.”
The “DX Strategy” is made up of four strategies, which are not necessarily separate but are sometimes connected. For example, as customers' needs diversify, it is not easy to create new business models. What we need to do is “visualize” customer needs and challenges and provide optimal solutions. Digital technology helps to achieve this. I believe that it is also important to develop an environment in which each person sees the need for digital technology to transform their company and business model as “something that is directly relevant to them,” to foster the development of a mindset of acting with a strong sense of ownership, and to support the acquisition of skills for effective use of technology and data.
In order to effectively execute our strategy, we have also put in place a system that drives action across the organization. Of course, as the president, I will also show strong leadership in DX as “something that is directly relevant to me,” and aim to solve social problems and simultaneously realize economic value creation.
August 2022
President and Chief Executive Officer
Hiroaki Oda