Our Vision

Our Strategy

Our Vision

Medium-Term Management Plan
Third Medium-Term Management Plan

Ou r V i s i on

Japan’s top comprehensive
property consulting firm supportedand chosen by many clients as“When it comes to property,
it's Aoyama Zaisan Networks”

Our vision is to become Japan's No. 1 comprehensive property consulting firm, supported by clients' whoknow, "When it comes to property, it's Aoyama Zaisan
Networks." Our Medium-Term Management Plans are formulated to realize this long-term vision.
Following the First Medium-Term Management Planin our venture phase and the Second Medium-Term
Management Plan in our growth phase, the Third MediumTerm Management Plan for the three-year period beginningin FY2022 is positioned as a period of expansion andgrowth as a comprehensive property consulting firm.
AZN Group's profits and sales grew steadily during theventure period, but from FY2019 to FY2021, which had
been positioned as a growth period, our profits, sales, andproductivity per consultant remained flat, and AZN Group
is currently experiencing something of a growth plateau.
Therefore, for our Third Medium-Term Management Plan,
we have formulated a plan with clear quantitative targets,
keeping in mind the paramount issues of increasing profitability and productivity.

With regard to operating profit, in order to be able toprovide services that exceed client expectations, we aim
for continuous annual growth of 35% in operating profit
each year. In the final fiscal year of this plan, FY2024, weexpect gross profit of 7.5 to 8 billion yen, operating income of 4.5 to 5 billion yen, and an operating profit ratioof 10%.
With respect to the 183 consultants currently on staff,
AZN aims to increase the proportion of property consulting revenue in its gross profit and improve sales by substantially increasing the number of consultants throughaggressive investment in human resources. At the sametime, we will be promoting DX to increase productivity andimprove our operating profit ratio.
To accomplish these goals, various measures havebeen formulated for the Third Medium-Term Management
Plan, based on the 4 standpoints outlined on the following page.

● Third Medium-Term Management Plan (Overview)

Our Vision
Second Medium-TermManagement Plan(FY2019–2021)

First Medium-TermManagement Plan(FY2014–2018)

Period of growth as a(the company
we aim tobecome)Third Medium-TermManagement Plan
(FY2022–2024)

Period of growth expansion as aJapan’s top comprehensive property
consulting firm supported andchosen by many client as “When it

property consulting firm

property consulting firm

Period of venture as acomes to property, it's Aoyama
Zaisan Networks”

property consulting firm

Aoyama Zaisan Networks started business in 1991
as a group company of Funai Consulting Incorporated.

● Shifts in operating profit in the Third Medium-Term Management Plan

4,500

Period of expansion5,000and growth

We have expanded our business in Japan and overseas as a consulting company~

We have operated as a property consulting company offering real estate solutions.
(million yen)

35%

providing comprehensive property-related solutions to “individual asset owners”
Growth period

and “corporate owners,” marking our 30th anniversary in 2021.

2,550

Having declared our management objectives as, "We seek to contribute to the happiness of ourVenture periodclients through the succession, operation and management of property," we will continue to make

1,464

1,6031,094

further strides to realize our long-term vision to look after the assets of our clients and,by extension, of society, and to lead them into the future.

160
2013

445

485

2014

2015

Aoyama Zaisan Networks ｜ Integrated Report 2022

1,856
1,303

751

2016

2017

First Medium-Term Management Plan

8

continuousgrowth

2018

2019

2020

2021

Second Medium-Term
Management Plan

2022

2023

2024 (year)

Third Medium-Term
Management Plan

Aoyama Zaisan Networks ｜ Integrated Report 2022

9Our Strategy
Medium-Term Management Plan
● 4 standpoints of the Third Medium-Term Management Plan

Standpoint

1Achieving higher quality andquantitative expansion of ourclient services, based on thetwin cornerstones of strategic
individualized services andcomprehensive property
consulting services

Standpoint#1

Standpoint2

We offer property consulting
services via smartphone andonline communication tools asstandard services

Standpoint

3

Standpoint

Growing into a consulting
group with strong
interpersonal skills

4

Proactive approach to social
contribution activities

Achieving higher quality and quantitative expansion of our client services, based on
the twin cornerstones of comprehensive property consulting services and strategic
individualized services

AZN Group offers eight strategic individualized services,
including Advantage Club®, a small-lot real estate product, and aims to improve quality and expand quantity inconjunction with its other cornerstone of comprehensive
property consulting services.
Some new clients may feel that suddenly dealing witha comprehensive suite of property consulting services istoo much. For this reason, we believe that by first making
contact with our clients through strategic individualized
services that meet their needs, and then using that as astarting point, we can smoothly connect them to our comprehensive property consulting services.
We look forward to increasing revenues by meeting client needs through the synergistic effect of these services
and by building long-term relationships.

● The relationship between strategic individualized
services and comprehensive property consulting
services

Effective realestate use
consulting#2

BeforeFamily officeservice

Regional
creative
development
consulting

Comprehensive
property consulting
services

Consultant responds to referral Consultant handles everythingfrom financial institutions, etc.
from the initial stageConsulting on
financial instrument
services by IFA

STO (SecurityToken Offering)business

Group in February 2021.
The ART system integrates and incorporates theknowledge of top consultants in various fields, includingStandpoint#3

Strategic individualized services

10

STO (SecurityToken Offering)business

Consulting on financial
instrument services by
IFA (independentfinancial advisors)

Regional creativedevelopment
consulting

Family office service

Effective real estateuse consulting

Aoyama Zaisan Networks ｜ Integrated Report 2022

Ongoing follow-up

Written application

Personalized follow-up byconsultant

Division of labor × ARTsystem

For clients nationwide
Online meetings × ARTsystem

Application via smartphone(Advantage Club, etc.)

Utilize digital platforms

ART system

For more nationwide
client Providing
web-based consulting

Growing into a consulting group with strong interpersonal skills

For our consultants, it is of paramount importance toearn the trust of our clients in order to successfully consult
with them about their valuable assets and businesses.
To achieve this, it is essential that we grow into a consulting group that possesses strong interpersonal skills
combining integrity, kindness, and compassion. Amongthe interpersonal skills required, AZN considers a sense#4Comprehensive property consulting services

Business
succession fundApplication

AfterStandpoint

Purchase consulting

Meeting & consulting
Mainly face-to-face forclients in the Tokyo area
(online meetings also used)

Business
succession fund● ART system & web-based consulting

ADVANTAGE CLUB

Receiving inquiry(From 2022onward)

We offer property consulting services via smartphone and online communication
tools as standard services

We will aggressively promote DX to increase profitability
and productivity. The core of this approach is the ARTsystem, which was developed and introduced by theContact point with new client

Utilize digital platforms

Purchase
consulting

comprehensive property consulting work, and to provide
more extensive care to clients than ever before.
The system is currently undergoing improvement toprovide standard services using smartphones and online
communication tools. For example, we plan to implement
the ability to make purchases for Advantage Club, ourflagship product for strategic individualized services, via asmartphone app by the end of 2022.
We are also strengthening our direct marketing andconsidering new developments, including the use of platforms to provide a digital window into the market.

● Improving productivity and customer service with DX

AdvantageClub(independent financialadvisors)

Standpoint

inheritance strategies, business succession, and utilization of real estate. With the simple input of client data, thesystem can speedily analyze issues and present options
for strategies and measures. By utilizing the ART systemand online services, we are able to provide consulting services to numerous clients throughout Japan.
Also, by introducing the ART system, we have established a system for division of labor in consulting work.
Our inside sales team handles the initial stage of eachproject, and is able to provide standardized consulting
using the ART system. This allows our highly specialized
consultants to demonstrate their expertise, to focus onof wanting to help others—the desire to contribute to thehappiness of our clients—to be particularly essential.
In order to build up such interpersonal skills, in addition
to ideals training conducted in-house, we promote initiatives such as supporting participation of Group employees
in activities that contribute to society outside the company
too.

Proactive approach to social contribution activities

In conducting sustainable operations, it is also important that companies actively engage in social contribution
activities as part of their corporate social responsibility. AZN has been continuously making donations to theTokyo Medical Association and providing supplies to medical institutions, using a portion of the profits generated
through its business.
We will continue to make company-wide contribu-tions through cross-functional organizations such as ourSustainability Committee to help realize a society that sustains
many people in happiness. Specifically, as well as donating toorganizations tackling social issues such as elimination of
pet euthanasia and support for subsidized children's cafeterias, we promote our employees' own social contribution
activities and have established a new social contribution plan
as a shareholder benefit, among other efforts.

Aoyama Zaisan Networks ｜ Integrated Report 202211