Banklight Launches 'Banker's Research' on April 27: A B2B Marketing Service to Visualize 'Post-Alliance Potential' Through Branch Bankers' Feedback
Banklight Inc. released 'Banker's Research' to help companies build effective alliances with regional financial institutions by collecting and analyzing real feedback from branch bankers to prevent partnerships from becoming skeletal.
📋 Article Processing Timeline
- 📰 Published: April 27, 2026 at 19:00
- 🔍 Collected: April 27, 2026 at 10:31
- 🤖 AI Analyzed: April 27, 2026 at 11:13 (42 min after Collected)
On April 27, 2026, Banklight Inc. (Headquarters: Chuo-ku, Osaka; CEO: Atsushi Sasajima) officially launched 'Banker's Research.' This research service collects and analyzes the real voices of branch bankers (*1) to visualize the potential for collaboration after signing an alliance agreement, specifically for companies seeking to build alliance structures with regional financial institutions.
*1 Branch Banker: A banker working at a branch of a regional financial institution who visits client companies to propose various solutions for corporate growth.
According to Banklight's research, approximately 70-80% of alliances between business companies and regional financial institutions become skeletal, failing to lead to specific corporate introductions or continuous collaboration.
This service systematizes the methodology of CEO Sasajima, based on his own experiences during his banking tenure and his previous role where he established alliances with 90 regional banks and credit unions, realizing introductions to over 20,000 management-level executives. By utilizing "primary information from active bankers," the service builds a mechanism for "resonance" that makes bankers want to introduce the service themselves, creating "Actionable Alliances."
What are the causes of formalization? Regional financial institution alliances where signing the contract is not the goal.
The decision to sign an alliance is made by the financial institution's headquarters based on criteria such as the company's reliability, financial status, overlap with existing services, and client needs. Once the alliance is approved and the contract signed, it is announced throughout the institution. Specific "corporate introductions" occur when branch bankers propose the service to their client company managers and receive their consent.
The causes of alliance formalization are categorized into three main factors:
1. The solutions the headquarters deems necessary do not always match the solutions the field currently needs.
2. The value of the service has not permeated the branch bankers.
3. Failure to maintain mindshare.
Regarding the first point, headquarters makes the decision, but branch bankers are the ones proposing to clients. Since field needs change constantly, mismatches in perspective can lead to alliances for solutions that clients do not actually seek.
Secondly, branch bankers often deal with 100 to 500 alliance partners per institution. It is extremely difficult for them to grasp every partner. Even if a service is valuable, it will not be introduced if the banker doesn't understand its value or finds it difficult to handle.
Lastly, to receive continuous introductions amidst hundreds of existing partners, one must maintain mindshare with the bankers, but necessary actions for this are often lacking.
What Banker’s Research Can Do:
Banker's Research asks branch bankers for cooperation to research the value and ease of introduction of the target company's service for regional banks and their clients. The analyzed feedback is compiled into a report. The ultimate goal is to create a state where the financial institution's headquarters proactively offers an alliance (reverse offer) and to provide support until collaboration is strengthened post-agreement.
[Service Flow]
1. Research: We survey active bankers (anonymous) on the necessity and communicability of the target service. The report scores collaboration potential from A to E and visualizes factors that motivate bankers to act.
2. Aiming for Reverse Offers: Based on results, we generate reverse offers from headquarters to realize high-quality alliances.
3. Post-Alliance Support: Instead of forcing bankers, we accompany the strategy building and execution to create a state where they naturally want to introduce the service due to 'resonance.'
[Comment from CEO Atsushi Sasajima]
"The work of a banker is to draw the future together with regional companies and execute it..."
*1 Branch Banker: A banker working at a branch of a regional financial institution who visits client companies to propose various solutions for corporate growth.
According to Banklight's research, approximately 70-80% of alliances between business companies and regional financial institutions become skeletal, failing to lead to specific corporate introductions or continuous collaboration.
This service systematizes the methodology of CEO Sasajima, based on his own experiences during his banking tenure and his previous role where he established alliances with 90 regional banks and credit unions, realizing introductions to over 20,000 management-level executives. By utilizing "primary information from active bankers," the service builds a mechanism for "resonance" that makes bankers want to introduce the service themselves, creating "Actionable Alliances."
What are the causes of formalization? Regional financial institution alliances where signing the contract is not the goal.
The decision to sign an alliance is made by the financial institution's headquarters based on criteria such as the company's reliability, financial status, overlap with existing services, and client needs. Once the alliance is approved and the contract signed, it is announced throughout the institution. Specific "corporate introductions" occur when branch bankers propose the service to their client company managers and receive their consent.
The causes of alliance formalization are categorized into three main factors:
1. The solutions the headquarters deems necessary do not always match the solutions the field currently needs.
2. The value of the service has not permeated the branch bankers.
3. Failure to maintain mindshare.
Regarding the first point, headquarters makes the decision, but branch bankers are the ones proposing to clients. Since field needs change constantly, mismatches in perspective can lead to alliances for solutions that clients do not actually seek.
Secondly, branch bankers often deal with 100 to 500 alliance partners per institution. It is extremely difficult for them to grasp every partner. Even if a service is valuable, it will not be introduced if the banker doesn't understand its value or finds it difficult to handle.
Lastly, to receive continuous introductions amidst hundreds of existing partners, one must maintain mindshare with the bankers, but necessary actions for this are often lacking.
What Banker’s Research Can Do:
Banker's Research asks branch bankers for cooperation to research the value and ease of introduction of the target company's service for regional banks and their clients. The analyzed feedback is compiled into a report. The ultimate goal is to create a state where the financial institution's headquarters proactively offers an alliance (reverse offer) and to provide support until collaboration is strengthened post-agreement.
[Service Flow]
1. Research: We survey active bankers (anonymous) on the necessity and communicability of the target service. The report scores collaboration potential from A to E and visualizes factors that motivate bankers to act.
2. Aiming for Reverse Offers: Based on results, we generate reverse offers from headquarters to realize high-quality alliances.
3. Post-Alliance Support: Instead of forcing bankers, we accompany the strategy building and execution to create a state where they naturally want to introduce the service due to 'resonance.'
[Comment from CEO Atsushi Sasajima]
"The work of a banker is to draw the future together with regional companies and execute it..."