Medium-Term Management Plan Explained by President■ Medium-Term Management Plan (Overview)

Vision

Reviewing Second Medium-Term Management Plan (2019–2021)
Positioning the three years from 2019 to 2021 as the periodof the Second Medium-Term Management Plan in anticipationof our growth expansion from 2022, we made efforts under
the following five basic policies: “initiatives to be equippedwith advanced technology,” “tie-up expansion,” “support theexpanding and diversifying needs of property and businesssuccessions,” “support expanding management needs,”
and “initiative to improve human resources and employee
satisfaction.”
Amid the COVID-19 pandemic, we saw a sharp decline in thenumber of referrals from financial institutions and were notallowed to make face-to-face sales with elderly customers;
we had to struggle for earnings. Then from the fourth quarterof FY2020 to the first half of FY2021, the number of referrals
showed a smooth recovery, and the Internet-based system
environment for customer services was also installed, which
contributed to an increase in the number of “Web-basedconsulting services.” In addition, the active formation of“ADVANTAGE CLUB” partnerships on a regular basis helped

our earnings to get on an expansion track from a recoverypath.
The greatest achievement through our efforts under theSecond Medium-Term Management Plan is an advancementin the preparation of foundation for the growth expansion
period from the next fiscal year as a comprehensive
property consulting firm. The “ART System,” in which ourknowledge and know-how are invested under the basic policyof “equipped with advanced technology,” is now officiallyin operation. We also started selling our core product“ADVANTAGE CLUB,” the real estate small-lot product, tofinancial institutions such as banks and achieved sales
outcomes more than expected. We also successfully launched
the family office service, IFA (Independent Financial Advisor)
financial instrument investment service, and STO (SecurityToken Offering) business, as new businesses. Through these
activities, the Group has completed setting up a base forrunning new business operations actively.

Developing a new structure as a foundation for the new Medium-Term Management Plan (2022–2026)(the company weaim to become)Third Medium-Term
Management Plan(2022–2026)

First Medium-Term
Management Plan(2014–2018)

Period of venture
as a property
consulting firm

Second Medium-Term
Management Plan(2019–2021)

Period of growthexpansion

Period of growth as aproperty consulting firm;
period of enhancementin personality &technology fortificationin anticipation of future
growth expansion period

as a property consulting firm

Japan’s top
comprehensive
property consulting
firm supported andchosen by manycustomers as “About
property, Aoyama
Zaisan Networks”

Overview of a new structure■ Positioning of services that expand customer base and generate synergies for core business
Services for specific customers or specific services
ExistingExistingNew

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enables new customer experience such as providing
communication tools, sending and sharing informationand visualizing one’s own asset information, andcontinue information-sharing with customers withwhom a contact point is already established, in a bid
to increase the number of consultations and profit
opportunities.
❷ To “improve operational productivity” in order to offer as
many consulting services as possible. We will advanceour system by adding more knowledge to the existing
ART System and raising the close rate through thestandardization of quality, while reducing the workload/
number of operations to lead to proposals speedily.
Furthermore, we will pursue improved productivity byestablishing the optimal flow intertwined with onlinebased consulting.
As for an organization structure , to build anorganization that addresses property-related concerns ofmany customers, we should produce a lot of human resources
who are well-balanced with the three skills (qualities) rooted
in AZN management objectives and core values: wisdom,action, and personality. For consulting, we need humanresources not only with wisdom (a high-level of knowledge,experience, and thinking) but also with ability to take quick
action to address customers’ problems, and personality tothink of what’s best for customers and identify and share
their true concerns.
We will build a self-sustaining organization climate byinstilling our corporate philosophy, which is a base foreverything, develop a pleasant work environment based ondiverse ways of working, design appropriate evaluation/compensation programs according to functions, andcreate a rewarding mutual approval framework. Making
these consistent efforts, we aim to become a company
that addresses property problems of many customers andensures their happiness.

Customers

We are now developing the new Third Medium-Term
Management Plan.
As a company that can transform concerns that asset owners
who own land in particular, business owners, and financial
asset owners have over their property, mainly associatedwith inheritance and business succession, into a “sense ofsecurity/peace of mind,” we aim to become a leading company
recognized as “About property, Aoyama Zaisan Networks.” To
this end, we are formulating the Plan based on the following
four items: customer, service, technology, and organizationalstructure.
As for customers , high-net-worth asset owners withdeeper concerns will be the main target of our services.
The fundamental vision depicted in the Medium-Term
Management Plan is to build a structure in which our services
are recognized by many target customers and can bedelivered by us.
As for services, for our comprehensive property consulting
services to be recognized and used by many asset owners, wealso should address needs of strong interest to customers,individually. A business split-up, which I talked about at theGeneral Meeting of Shareholders, means breaking down asingle gate (i.e., existing comprehensive property consultingservice) into eight gates in terms of value. By meeting needs
moment to moment, we aim to lead to a comprehensive
property consulting service with the philosophy of expanding
customer recognition using our service as an entrance,increasing contact points with customers, and having total
optimization.
We desire to realize two things with regard to technologyutilization.
❶ To increase contact points with customers, acquire newcustomers, and communicate with existing customers
smoothly. In short, we want to stay connected not only
via traditional face-to-face communication but also via
digital communication. We will establish a platform thatNew◦ ADVANTAGE CLUB◦ Regional revitalization projects
consulting◦ Closedown support consulting by
use of funds◦ Consulting for effective real estateutilization◦ Purchase consulting◦ Family office service◦ IFA (Independent Financial Advisor)
financial instrument investment service

LTV growth◦ STO (Security Token Offering)businessCore businessComprehensive
property consulting

Increase new customers

New customers × Existing services

New customers × New services■ ART System & Web-based consulting strategy
ART System

Web-based consulting

Comprehensive property consulting◦ ADVANTAGE CLUB◦ Regional revitalization projects
consulting◦ Closedown support consulting by use offunds◦ Consulting for effective real estateutilization◦ Purchase consulting◦ Family office service◦ IFA (Independent Financial Advisor)
financial instrument investment service◦ STO (Security Token Offering) businessCollaboration
with regional
banks
Digitalization ofbusiness operations(by use of Web)For more nationwide customers

Web-based consulting

Collaboration
with NW
officesART System

Providing knowhow through humaninteraction

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