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00:00Speaking of financial institutions, it's not just banks, is it?
00:06This time, the protagonist is a credit bank.
00:09But do you know the difference between a bank and a credit bank?
00:13In the case of a bank run by a stock company,
00:17there are shareholders,
00:19and recently, about 30% of them are foreign investors.
00:24That's why I want the stock price to go up.
00:27A credit bank is an organization where everyone works together
00:32so that you don't have to worry about stock profit.
00:37A joint organization has a spirit of charity.
00:41It helps people in need.
00:44When you solve their problems,
00:47they go around in circles, and in the end,
00:50it becomes their profit.
00:55Hirohiko Takuwa.
00:57He's from Nijigin, Okayama Prefecture,
01:00and he's the chairman of Tamashin, a credit bank in Kurashiki City, Okayama Prefecture.
01:05He says,
01:07forgetting yourself and working for the happiness of others
01:11leads to your own happiness.
01:14Based on this idea,
01:17Tamashin is now working on solving various regional problems.
01:22We don't have sales for our business.
01:25What? You don't have sales?
01:29Where does Rita's spirit go?
01:32In this episode of PRIDE,
01:34we'll take a look at Tamashin, a credit bank in Kurashiki City.
01:38Welcome!
01:53PRIDE
01:58Hello!
01:59We're PRIDE.
02:01We'll find out how local businesses can survive in this new era.
02:06We're in Shinkin, a region that's growing in popularity.
02:10We have Hirohiko Takuwa, the chairman of Tamashin,
02:14with us today.
02:16Thank you for coming.
02:18Even in PRIDE,
02:20the managers of Tamashin
02:23talk about you.
02:26It's an honor.
02:28Tamashin is one of the most unique banks in Japan.
02:34I think that's why people pay attention to us.
02:37We'd like to hear your tips.
02:40Today's topic is Shinkin, a region that's growing in popularity.
02:49Shinkin, a region that's growing in popularity
03:06The Tamashin Credit Bank is based in Kurashiki City.
03:10It's a financial institution with 20 branches in the city.
03:14It was founded in 1914.
03:17It has a history of 110 years.
03:20Its main business is deposit, exchange, and credit.
03:26Tamashin has abolished something that is the norm of a financial institution.
03:32What is it?
03:34Generally speaking, a financial institution has a norm.
03:39There are various standards, such as revenue, surplus, and so on.
03:45The Tamashin Credit Bank abolished them in 2017.
03:51Yes, eight years ago,
03:53the Tamashin Credit Bank abolished the revenue standards of its staff.
03:57What do the staff do outside?
04:02Excuse me, what are you doing?
04:05I'm visiting to solve a customer's problem.
04:08You don't go to work or do business?
04:11That's right.
04:12Our job is to find a problem and solve it together.
04:17Abolishing the norm and solving a customer's problem?
04:21It doesn't seem easy, but this is not the only thing that has changed.
04:26Welcome.
04:29I'm Iwasaki, the manager of Tsurugata Shiten.
04:31I took over at the age of 37.
04:33I'm Suzuki, the manager of Hayashima Shiten.
04:36I took over at the age of 37.
04:38I'm Yamada, the manager of Nishiachi Shiten.
04:40I took over at the age of 36.
04:44Of the 20 branches, 6 of them took over in their 30s.
04:49In addition,
04:50I'm Fujii, the manager of Tomita Shiten.
04:54I'm Saito, the manager of Kotobuki Shiten.
04:58Of the 20 branches, 5 of them have female managers.
05:04That means there are a lot of young people and female managers.
05:08We are solving social issues.
05:11But there are a lot of issues, and the speed of change is very intense.
05:18On the other hand, there is a personal difference in the growth of people,
05:24but they are not catching up with the speed of social change.
05:28Who will cover this gap?
05:33Young people, women, and middle-aged people.
05:38We are trying to fill this gap with these three branches.
05:45This kind of personnel arrangement was also to solve issues.
05:50Why did the spirit of finance raise the organization to solve regional issues?
05:56To find out the answer,
05:58we decided to visit the site of the actual problem-solving.
06:02First, let's go to Funao Shiten.
06:05This is the parking lot of Shiten.
06:07There are about five kitchen cars and sales booths.
06:13It's a weekday afternoon, so I don't think it's a festival.
06:18What is this?
06:21This is the Funao Parking Marsh, held once a month.
06:24Why did you decide to start this?
06:27Because there are few retail stores around here,
06:30and the local residents said it was difficult to buy things.
06:33That's why we decided to start this.
06:37This is a fruit sandwich.
06:40These are flowers. I love flowers.
06:43Shopping is not convenient.
06:46There are no supermarkets anymore,
06:48so I thought it would be nice to have a store.
06:52There aren't many places to eat or drink in Funao,
06:57so I'm very happy that we can provide such a place.
07:03What about the sales?
07:05We don't get any commission for sales.
07:08So you don't have to pay for the location?
07:10That's right. It's completely free.
07:15In Tamashin, there is a large-scale local support march,
07:19which is held four times a year at the Achi Terrace Classic.
07:23Tamashin is responsible for the planning efforts and expenses.
07:30This is a volunteer or a pre-event activity.
07:33Then this event must be well-earned.
07:38This is the Hatsuratsu Health Classroom,
07:41which is a pre-recognition class.
07:43Once a week, we do simple reading, writing,
07:46calculation, recreation, and gymnastics.
07:50We have a lot of fun.
07:53I come here every week.
07:55Every week?
07:56If something happens, I don't want to rest here.
08:01I'm happy to come here.
08:03I'm looking forward to coming here.
08:08The teaching materials we use here are
08:11specialized for pre-recognition by Kumon Co., Ltd.
08:16I'm very happy with the way Tamashin
08:19contributes to the local community.
08:24How much is the sales for this class?
08:28There is no sales for this class.
08:31There isn't?
08:32No.
08:33Tamashin is really trying to solve local problems for free.
08:38But the staff's efforts and expenses should be included.
08:43Is this okay for the management?
08:47We think of it as social capital.
08:51Social capital is the capital of human relations.
08:55If you ask for money,
08:58you can't use it for human relations.
09:01It's used for human relations.
09:04But when customers see it,
09:07they think it's for their own good.
09:10Once the trust relationship is established,
09:13we provide services.
09:15I think that's the most important thing.
09:19Forgetting yourself and making others happy
09:23leads to your own happiness.
09:26Will Rita Mouko's story lead to business success?
09:32Let's ask Mr. Takuba at the studio.
09:37You're doing this for the community for free.
09:41Is it okay for the management?
09:44In the VTR,
09:46Rita Mouko,
09:48this is the word of Mr. Saito,
09:50the president of Tendai.
09:53Forgetting yourself and making others happy
09:57leads to your own happiness.
10:00I think it's a great way of thinking.
10:03When we were doing this,
10:06there were people who were worried about
10:09the smell of blue or being separated from reality.
10:12However, our management is very strict.
10:17In the case of Tokinko,
10:19we have improved our main force.
10:22It's a core business area
10:24that shows the success of our main business.
10:27It's been growing rapidly since 2017.
10:31Since then,
10:33we've been working on solving local issues.
10:38When did you take office?
10:40In 2015.
10:42So you've been doing this for a long time.
10:44Yes.
10:45Are you recovering?
10:47It's a little embarrassing.
10:50We've been trying to make money,
10:54but we haven't been able to.
10:58We've stopped trying to make money.
11:00We've abolished the norm.
11:02In general, we stopped trying to make money.
11:05But now, we're making more money.
11:08That's strange.
11:10It's a paradox.
11:12If you work hard for others,
11:14you'll make a lot of money.
11:17I think that's what we're doing now.
11:20Why did you abolish the norm?
11:24It's called customer first policy.
11:29If there's a norm,
11:31we've abolished the norm,
11:33but if there's a norm,
11:35it's called customer first policy.
11:38I'm working hard on that.
11:40For example, if I say,
11:42please sell this product as much as you want,
11:45the person in charge will go around.
11:48At that time,
11:50I'm trying to sell it to customers who don't need it.
11:54In order to achieve the norm.
11:56That's what it meant to abolish the norm.
11:59If there's a norm,
12:01it contradicts the problem-solving.
12:03I want to save customers,
12:05but for some reason,
12:07I do it for myself or for my own money.
12:10So we're not like that.
12:12It's called problem-solving.
12:14Please work hard on that.
12:17It's consistent.
12:19I'd appreciate it if you could do that.
12:23Then the world will get better.
12:26I think so.
12:28You're working on solving regional problems.
12:32That's what leads to the real business.
12:36I'll see you after the commercial.
12:42Tamashima Trust Bank, Tamashin,
12:44is involved in a social capital business
12:46that solves regional problems for free,
12:49as well as a solution business
12:51that solves the problems of individual companies
12:53as a business.
12:56Recently, there are many companies
12:58that are struggling with a shortage of people.
13:00I often receive advice that
13:02it won't work out.
13:05One of the individual companies,
13:07Kurashiki Taxi.
13:09It is located in Kurashiki City,
13:11which is the largest city in Japan,
13:13but it has not been able to make full use of it.
13:16The number of residents is half of the peak.
13:20I think there is still an image
13:23of the unfavorable conditions.
13:26We spent a lot of time during the pandemic,
13:29and the number of night shifts has decreased a lot,
13:32but it's hard to convey that to the old people.
13:37Kurashiki Taxi is the company
13:39that supported the Tsurugata City Hall.
13:42President Iwai asked him
13:44what he should do
13:46to get people to come.
13:49The head of the Tsurugata City Hall,
13:51Mr. Iwasaki,
13:53told Mr. Kato
13:55about one hint.
13:57That is...
14:00It is expected that
14:02more foreign tourists
14:04will come in the future,
14:07so we proposed
14:09hiring foreign employees.
14:14President Iwai said
14:16that he wanted to contribute
14:18to the Kurashiki tourism
14:20of inbound customers,
14:22so he proposed
14:24a matching service for foreigners.
14:27Then...
14:31Hello.
14:33Nice to meet you.
14:35This is Mr. Lapan,
14:37who found Kurashiki Taxi
14:39through this method.
14:41He is from the Philippines
14:43and is fluent in English.
14:45He has no experience in taxi work,
14:47but he likes to drive.
14:49Last September,
14:51he moved to Okayama from outside the prefecture
14:53and is currently practicing.
14:56Let's promote Kurashiki
14:58through tourism.
15:01This job is probably
15:03very challenging,
15:05so let's try it.
15:08Other than Mr. Lapan,
15:10the hiring of Vietnamese employees
15:12has been decided.
15:14He is also discussing
15:16with other foreign employees.
15:18The number of foreign employees
15:20is increasing steadily.
15:22By training them
15:24to become a driver
15:26for 10,000 to 20,000 yen,
15:28I think we can pay them back
15:30by introducing them
15:32to the Japanese market.
15:34Thank you very much.
15:38My first consultation was
15:40about how to deal
15:42with the electricity bill.
15:45Mr. Matsuoka,
15:47from Nishiachi City,
15:49was consulted by
15:51the director of Gamo
15:53that the electricity bill
15:55is putting pressure
15:57on the management
15:59of the company.
16:02We use a lot more electricity
16:04than the average household,
16:06so while the electricity bill
16:08is going up by 10% or 20%,
16:10the electricity bill
16:12is going up severely.
16:14Mr. Matsuoka immediately
16:16started looking for a solution
16:18with Mr. Yamada,
16:20the manager,
16:22but they came up with
16:24an idea.
16:26They thought that
16:28they could solve
16:30the electricity bill
16:32at once.
16:34From the SDGs' point of view,
16:36CO2 emissions
16:38are already recognized
16:40as a social issue.
16:42Of course,
16:44there is a risk
16:46that the convenience stores
16:48and our small and medium-sized businesses
16:50will be excluded
16:52from cooperation
16:54if they don't respond to it.
16:56Here is the solution
16:58they came up with.
17:00Solar power generation.
17:02They used a large factory
17:04roof to install
17:06a power plant
17:08with an output of
17:10about 80 kW.
17:12The electricity bill
17:14has been reduced
17:16more than expected.
17:18In the summer,
17:20the electricity bill
17:22was reduced by about 30%.
17:24In addition,
17:26I was surprised
17:28that CO2 emissions
17:30were reduced.
17:32At first, Mr. Gamou
17:34thought that CO2
17:36emissions were too early
17:38to take any action.
17:40However,
17:42with their advice,
17:44CO2 emissions
17:46were reduced
17:48and equipment
17:50that could visualize
17:52CO2 emissions were introduced.
17:54Mr. Kinko Hashima
17:56is not only a money lender,
17:58but also a window of advice
18:00for small and medium-sized businesses
18:02like us.
18:04He is very helpful.
18:08This kind of solution business
18:10is a business that is done
18:12by winners,
18:14but in fact,
18:16the spirit of RITA lives here as well.
18:18We are based on the spirit
18:20of RITA,
18:22so we don't have the idea
18:24of making money.
18:26We are based on the idea
18:28of whether our customers'
18:30continuous growth
18:32and the activation of the regional economy
18:34will lead to RITA.
18:36It's been seven years
18:38since he started the business
18:40with RITA.
18:42In fact,
18:44there is a number
18:46that is starting to grow rapidly.
18:48What is that number?
18:50What is the number
18:52that is growing?
18:54Mr. Kinko Hashima
18:56is doing consulting
18:58instead of solving problems.
19:00The number of consultations
19:02is increasing year by year.
19:04As you can see,
19:06in 2022,
19:08there were 104 consultations,
19:10and in 2023,
19:12there were 204 consultations.
19:14In February,
19:16there were 278 consultations.
19:18Is that because
19:20you decided to consult
19:22with the spirit of RITA
19:24and the number of consultations
19:26increased?
19:28Of course,
19:30there is also a possibility
19:32that we will discover
19:34the problem.
19:36There are problems
19:38that our customers
19:40can't figure out
19:42and we don't know
19:44where to consult.
19:46If we do this,
19:48we can deal with
19:50carbon emissions
19:52and it will lead
19:54to customer benefits.
19:56In short,
19:58I think you can think of it
20:00as the result of
20:02working hard to get
20:04closer to your customers.
20:06What kind of approach
20:08are you taking?
20:10For example,
20:12there was a female staff
20:14who was supposed to
20:16go to the customer
20:18and help with the
20:20carbon emission calculation,
20:22but when I listened to her story,
20:24she was a teacher
20:26and her salary is very good now,
20:28but what if she
20:30loses her job
20:32due to illness,
20:34what will you do?
20:36Or
20:38what will you do
20:40after retirement?
20:42She didn't really
20:44think about that.
20:46That female staff
20:48didn't happen to have
20:50such a product,
20:52so she sold
20:54a product from another company.
20:56She didn't make any money at all.
20:58She was introduced
21:00to the company.
21:02Then,
21:04as I always say,
21:06the female staff
21:08solve the problem first.
21:10Don't just sell
21:12the product you have.
21:14Solve the problem
21:16for your customers.
21:18Then,
21:20the female staff
21:22will be moved
21:24by your
21:26spirituality.
21:28It is said that
21:30the soul is more than
21:32expectations.
21:34Then,
21:36you will be able to
21:38return the money
21:40to the bank.
21:42It is said that
21:44she didn't even
21:46care about the amount
21:48of the settlement.
21:50She returned to her family
21:52by going around
21:54around.
21:56When you impress
21:58your opponent,
22:00your feeling will
22:02be returned.
22:04Lastly,
22:06I think that the values that are based on the principle of the market, which is that as long as you are good, you are good, are now in need of a big correction.
22:19It is because of these difficult times that the fundamental principle of Shin-Yo-Kin-Ko is the spirit of charity.
22:26And the bond between people by trust and cooperation.
22:33I think that this will become an even more important concept and value in the future.
22:40Today, I talked to Takuwa Hirohiko, Chairman of the Tamashima Shin-Yo-Kin-Ko.
22:45Thank you very much.
22:49TAMASHIMA SHIN-YO-KIN-KO
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