Wealth Management | Business Strategy to Create Economic Value

Wealth Management

Strengths, Opportunities, Risks

Strengths
  • Largest client franchise across domestic securities sector
  • Sophisticated consulting capabilities and supporting platforms
  • Providing highly specialized service s through organization aligned to client needs
Opportunities
  • O-1 Capitalizing on shift from savings to investment supported by initiatives such as doubling asset-based income plan by Japanese government.
  • O-2 Responding to growing client need for asset succession and inheritance in line with the acceleration of asset transfers.
  • O-3 Increase in the number of HNWIs or UHNWIs, and their net financial assets
Risks
  • R-1 Continued uncertainty in market environment
  • R-2 Decline in commission rates and market share due to intensified competition
  • R-3 Risk of client disengagement and worsening profitability due to changes in values and needs of clients due to increased acceptance of digital services and demographic shifts

Key Priorities of Medium to Long-Term Strategy

* Please scroll horizontally to look at table below.

Strategic Themes Opportunities & Risks Remarks
Point A
Capture business opportunities in an expanding market, and increase market share in face-toface-business		 O-1
O-2
O-3
R-1
R-2
R-3
  • Increase market share by engaging additional human resources
  • Leveraging the Group's comprehensive capabilities to enhance solution services
  • Optimize the number of accounts per Sales Partner
Point B
Provide sustainable service by establishing non-face-to-face business models		 O-1
R-1
R-2
R-3
  • Create a service delivery structure that leverages both digital and Sales Partner relationships
  • Improve convenience through digital services
Point C
Expand client franchise through salaried employee business and alliances		 O-1
R-1
R-2
R-3
  • Focus on our salaried employee business to expand our client franchise on a sustainable basis
  • Expand business by seeking alliances based on specific characteristics of each region
Point D
Control costs		 R-1
R-3
  • Make the necessary investments and rebuild our expense structure

Milestones

KPIs/KGI towards FY2024/25

* Please scroll horizontally to look at table below.

    FY2022/23 /
March 2023 (Actual)		 FY2024/25 /
March 2025 (Target)
KPI Recurring revenue assets ¥18.7 trillion ¥21.6 trillion
Net inflows of recurring revenue assets ¥333.7 billion ¥800 billion
Flow business clients 1.45 million 1.46 million
Services for salaried employees 3.49 million 3.66 million
KGI Income before income taxes ¥33.5 billion ¥95 billion

For further details, please refer to Nomura Report. (PDF 2,060KB)