Demonstrating the Unique Strengths of a Regional Bank through LINE — How Joyo Bank Is Optimizing New Customer Touchpoints

Disclaimer: This is a literal translation faithful to the original Japanese article. The official version is the Japanese article published on Capex’s website: 常陽銀行のPickUp活用事例（公式版・日本語）

 

Interview Profile

Tomohide Ichikawa, Deputy Manager, Planning Group, Direct Sales Department, Joyo Bank
Yumi Urai, Chief Research Officer, Planning Group, Direct Sales Department, Joyo Bank
Taisuke Obara, Research Officer, Planning Group, Direct Sales Department, Joyo Bank

Challenges

▪️ Web advertising initiatives that failed to fully maximize cost-effectiveness
Even when we increased traffic to our site through SEO and advertisements, 80–90% of users dropped off before completing an application, making it difficult to maximize ROI.

▪️ Limitations in responding to a cookie-less environment
Traditional measures such as retargeting ads using cookies were becoming difficult to utilize under the increasingly strict cookie regulations.

Solutions

▪️ Introduction of PickUp and use of LINE
Immediately “after leaving the landing page,” customers are connected to LINE and messages are delivered. According to the characteristics of each product, loan-related products used messages that encouraged immediate action, while asset management products such as NISA provided phased information to gradually increase interest.

▪️ Flexible scenario design and monthly improvements
Distribution scenarios were designed based on seasonal initiatives and campaigns, and improvements were repeatedly made each month based on performance reports, continuously implementing the PDCA cycle.

Results

▪️ Increase of 100–150 applications per month (card loans)
Clear results appeared from the initial stage of introduction, leading to expansion to other products.

▪️ Steady accumulation of applications through spot delivery at the right timing
Creation of cases where 3–5 additional acquisitions per day were achieved.

▪️ Establishment of continuous nurturing through LINE
Even for products that are “not easily decided immediately,” such as NISA, the bank succeeded in having casual and continuous contact via LINE.

 

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“Even if we attract many users with ads, 80–90% drop off before application.”This was the concern faced by Joyo Bank, which provides financial services rooted in the local community, mainly in Ibaraki Prefecture.

In recent years, as the importance of non-face-to-face channels has increased, the bank was able to secure inflows through web advertising and SEO measures. However, the majority of cases did not reach completion of applications.
As a new measure to address this challenge, the customer communication solution “PickUp,” which utilizes LINE, was introduced.

The decisive factor in adoption was the ability to naturally approach users “immediately after they leave” through LINE, a channel integrated into daily life. The trial started in the loan field, and based on solid results, expansion to the asset management field such as NISA is now underway.

In this article, we interviewed the Joyo Bank staff who actually introduced and operated PickUp about the background of its introduction, specific results, and future prospects. This interview is filled with hints on how to strengthen non-face-to-face customer contact and lead it to results.

 

Making Value Delivery in Non-Face-to-Face Channels More Reliable

— Thank you for your time today. First, please tell us about your departments and responsibilities.

Ichikawa: Our Planning Group is responsible for proposing various products and services to customers through non-face-to-face channels without going through branches. Specifically, it is an organization that focuses on marketing activities via web, DM, apps, etc., and on planning and operations to lead to applications and contracts.

As the manager of the group, I oversee the entire range of non-face-to-face initiatives and am involved in strategy design for each channel, including online advertising.

In fact, I was the first person to consider your solution, and now Obara and Urai have taken over the on-site operation. At our bank, improving the dropout rate has always been positioned as an important theme, even before the introduction of PickUp. Among the various methods we tried, your service felt the most promising.

 

Urai: I mainly handle non-face-to-face measures in the asset management field. Specifically, NISA and investment trusts, which require relatively long-term nurturing.

We began full-scale efforts to strengthen non-face-to-face channels in the asset management field about two years ago. Until then, asset management = direct face-to-face proposals with customers was the mainstream. However, considering changes in customer needs, we have gradually been developing ways to build trust with customers over time using LINE and other tools.

 

Obara: I am in charge of promoting digital measures in the loan field, such as card loans, auto loans, and education loans. I mainly handle advertising and digital measures using LINE.

I joined mid-career, and in my previous job I worked at an advertising agency supporting digital marketing for financial institutions. I am always conscious of creating application flows that are stress-free for customers while increasing the precision of marketing measures.

Starting Point: “What a Waste”

— What challenges did you feel before introducing PickUp?

Ichikawa: There were two major issues. First, in order to acquire new customers, we continuously deployed online advertisements using platforms such as Google and Yahoo! However, even when customers came to the product/service page through the ads, only a small number actually completed applications. We were constantly troubled with whether the cost-effectiveness matched the cost, and how to prevent dropouts.

— Was there a lot of dropout?

Ichikawa: Yes, very much. Even when people visited the site through web ads or SEO measures, only a few ultimately proceeded to application, and in reality, 80–90% of users dropped out midway. This is a trend across the entire industry, but every time I saw those numbers, I felt it was a waste.

In the field of online advertising, we had implemented retargeting using cookies and various dropout prevention measures. For example, using web customer service tools to display pop-ups, optimizing input forms, and so on—we carried out all the basic measures. But even so, a certain number still left.

Therefore, as measures to chase after users after leaving, we used approaches such as email distribution and retargeting ads. However, recently, due to the impact of being cookie-less, the challenge arose that we could not fully follow up as we had hoped.

 

— I see. What was the second challenge?

Ichikawa: The second challenge was approaching customers who already have accounts with Joyo Bank. Currently, we have over two million active personal accounts. Despite this large customer base, I felt we were still not making enough approaches through digital channels.

It is easy to focus on external advertising and acquisition measures, but fundamentally, we should deliver services more carefully and at the right time to customers who already have accounts.

By utilizing internal PR channels rather than external ones, we can also expect to reduce advertising costs and ultimately provide proposals that lead to higher satisfaction. Balancing the strengthening of external inflows and the effective use of customer data was a major theme for us.

Seeing the “Meaning of Introduction” in Both Numbers and System

— Please tell us about the introduction process of PickUp.

Ichikawa: Retargeting ads for re-approaching users after leaving had already produced some results. However, there are also users who revisit not through ads. So we started to consider what would be the most effective way to re-approach users who left and did not revisit, and how to lead them again to applications. At that time, we placed great importance on whether it could really deliver results worth the cost.

While comparing with other services, we carefully examined cost-effectiveness and decided to introduce PickUp first as an initial trial for test marketing. In addition to seeing improvements in numbers, what was even better was the support system.
Monthly performance reports were submitted, and based on improvement proposals, scenarios and creatives were adjusted. It was not just “launch and leave,” but a system where they accompanied us in operation, which was a great reassurance.

We first started with two products: card loans and free loans. From there, we considered introducing it to auto loans, education loans, and the asset management field such as NISA. Since these were the areas we had been particularly focusing on in recent years, the timing was very good.

After all, bank products are not always familiar to users. The moment they feel “this seems difficult” or “hard to understand,” they drop out. That is why I felt we needed a mechanism to properly deliver information through our own channels.

The Results of Card Loans Encouraged the Next Step

— Please tell us why you expanded to auto loans and NISA.

Obara: First of all, the results in card loans were very good. After introduction, we saw a stable increase of 100–150 acquisitions per month on average. There are slight fluctuations depending on the season, but the results were encouraging.

Because of this stability, we were able to think, “Let’s try the next one.” Since education loans are strongly affected by seasonality, we chose auto loans first.

The purchase of a car takes some time from consideration to actual contract. Therefore, nurturing becomes important. PickUp has marketing automation-like features, so even with a certain lead time, it allows us to maintain regular communication. At the timing when users decide on the purchase and start considering funds, we can approach them with “Before you go to a dealer loan, remember our loan.” I felt a great attraction at this point.

From “I Don’t Have to Do It Now” to “I Realized I Had Started”

— How about expansion to NISA?

Urai: Asset management products such as NISA are not products that users “need immediately.” Unlike loans, there is no clear motivation like “I need money for a purpose, so I will borrow.” Therefore, I think the importance of nurturing to build relationships over time increases.

Around the time good results for auto loans through PickUp were appearing, the new NISA system was starting. It was the timing when we were trying to enhance non-face-to-face communication in the asset management field as well. Until then, asset management was mainly “guided at the counter,” but we thought we could realize similar guidance digitally and decided to introduce PickUp.

As a future development, if we can build a relationship where users feel “It’s easy and safe to consult through LINE,” it will naturally become an opportunity to start NISA.

Design Philosophy by Product Determines Results

— So the operation method changes depending on the product?

Ichikawa: Yes, exactly. For example, in loan-type products, needs are clear. “I need money now,” “I want to buy a car, so I want a loan”—these explicit needs are the premise. Therefore, speed is important. We emphasize approaching while user interest is still high.

On the other hand, in asset management products like NISA, the story changes. It is more about “I feel like trying it, but it doesn’t have to be right now.” The key is how to nurture such latent needs.

For products with such different backgrounds, PickUp has high flexibility in design, so I feel it is very compatible.

Behind the Success: “Flexible Design” and “Steady Improvements”

— After actually operating it, what aspects of PickUp do you find attractive?

Obara: Since I took charge of operations, I have been working from two main perspectives. The first is the combination of regular nurturing measures and spot measures. PickUp’s basic design has a mechanism for nurturing delivery after LINE registration, but in addition we have actively incorporated spot measures.

For example, in line with seasonal campaigns and short-term promotions, we built scenarios for spot distribution while interacting with Capex each time. Then, compared to usual, applications increased by 3–5 per day, sometimes nearly 10.

I felt that these measures aligned with monthly “key timing” certainly led to results, and by fully utilizing both regular distribution + spot measures, we were able to boost conversions.

— Spot measures must be rewarding because results are easy to see. What is the second point?

Obara: The second is the redesign of popup display criteria. This may sound a bit detailed, but it is very important because it directly affects user experience.

For example, on card loan pages, we use other chatbot tools and web customer service tools’ popups in parallel. Among them, we carefully adjusted with Capex so that PickUp popups would not become “pushy” to users.

We finely set display timing, frequency, seconds, etc., and searched for the delicate conditions of “prompting responses appropriately without causing discomfort.” As a result, interference with other measures and newsletters was minimized, and results were properly achieved as numbers.

— So detailed tuning on the operational site is leading to results.

Obara: Yes, exactly. I realized once again that not just introducing the system, but customizing it considering actual site structure and balance with other measures produces better results.

 

Urai: What Obara mentioned also applies a lot to NISA. In addition, what I especially feel is the “ease of blending into everyday life” of the LINE channel. LINE is a tool that everyone uses every day as a matter of course. I feel it is very attractive to be able to communicate naturally with customers in such an everyday place.

For example, in NISA, we sometimes explain “dollar-cost averaging” in newsletters. Of course, newsletters have the advantage of sending a relatively large amount of information at once, but with LINE we can combine carousels and split messages, so I feel it can be conveyed more visually and softly. It even seems suitable for explaining complex contents.

Of course, that is only my feeling. Going forward, I would like to consider what is the best way to use it by looking at actual user reactions and numerical feedback.

— Certainly, for products like NISA, which are “not necessary now but important in the future,” understandability seems key.

Urai: Exactly. LINE is more casual than email, and the open rate is higher. It naturally enters everyday life. That is why I would like to design it so that when people open it when they are a little interested, they feel “I kind of understood.” Going forward, I would like to work on such content aspects together with your company.

 

Next Development: “Deepening” and “Personalization”

— Please tell us about future development.

Ichikawa: Over the past two years, we have finally established one or two annual seasonal cycles. We now have a certain model for both regular appeals and seasonal initiatives. From now on, I think it is the phase to firmly run PDCA on that operation. By improving further, we hope to lead to higher conversions.

Also, since it has not been long since we started working in the asset management field, we have so far focused on NISA. Going forward, in addition to that, we would like to be conscious of delivering “the next step” to existing Joyo Bank customers. For example, I think products like housing loans could be an interesting angle.

 

Obara: My position is to see PickUp as “one of many communication channels.” In other words, one means of nurturing. What we are working on behind the scenes now is to incorporate NISA and card loan distributions not as individual PickUp measures, but as one channel within the entire customer journey. In that context, we would like to evolve Capex’s communication channel into something more precise.

Specifically, we want to make the design more personalized. Of course, definitions such as “where to segment” are necessary, but by digging deeper and designing there, I think we can create “just right” contact points for each customer.

Finally: A Message to Companies Considering PickUp

— What industries/products do you feel such solutions as PickUp are most compatible with?

Ichikawa: I think it is particularly suitable for products with low purchase frequency but high importance of consideration. For example, housing loans, insurance, real estate. Because they are once or only every few years, users want to carefully gather information. But it is a waste if the contact is lost during that period. At such times, I feel a “natural communication design” like PickUp is very effective.

 

Urai: Asset management products like NISA are exactly that. There are actually many users who feel, “Not right now, but maybe someday.” I feel this approach is very versatile in terms of supporting such “still considering but have not taken a step” layers. For products that are not decided immediately but take time, I think it can function sufficiently in any industry.

 

Obara: What I feel is particularly compatible are products where timing of consideration is difficult to predict. For example, products like auto loans and card loans vary greatly depending on the person. Some need it immediately, some months later, or suddenly due to unexpected expenses.

For such products, channels close to everyday life like LINE are very effective. By delivering information quietly and regularly, customers can “remember suddenly.” Communication that remains in the corner of their mind as a “never forgotten presence.” LINE, being stock-type and less stressful for users even though it is push-type, is optimal for creating touchpoints.

— So even seemingly simple products like card loans have room for ingenuity?

Obara: For example, card loans may seem simple in terms of “borrowing money,” but the underlying needs are very diverse. Some people lack travel expenses, some need living expenses temporarily, some need to respond to sudden expenses. Timing and reasons for use vary.

In that sense, I feel LINE, which allows “one-to-one communication on SNS,” is very compatible, because it enables personalized approaches to such detailed needs. Even if it looks like one product on the surface, designing to address diverse reasons and motivations behind it will become increasingly important.

— Finally, if you were to express PickUp in one word?

Ichikawa: “Prevention of dropout.” It is exactly a mechanism to firmly approach users who visited the homepage with interest but left without leading to conversion.

Obara: For me, “Don’t let them get away.” I think it is a weapon to avoid wasting users who came to us.

Urai: For me, “Under pursuit” (laughs). While keeping distance from users, we can continue to be an unforgettable presence. I feel we are realizing that through the LINE channel.

— Mr. Ichikawa, Ms. Urai, Mr. Obara, thank you very much for your valuable stories today.

 

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Capex will continue to introduce customer case studies in the future. Please take a look at other interview articles as well.

 

 

Interviewee Profiles

Yusuke Watanabe, Deputy General Manager
JCB Issuing Division, Issuing Promotion Department, Proper Card Promotion Group 

Marina Chiba, Chief Officer
JCB Issuing Division, Issuing Promotion Department, Proper Card Promotion Group

Challenges

•  High dropout rate on landing pages (LP), leading to low conversions
•  Particularly high dropout among users who arrived via passive advertising
•  Difficulty in providing tailored information to meet diverse user needs, resulting in lost opportunities

Key Reasons for Choosing PickUp

•  Ability to deliver personalized information using LINE
•  Capex’s scenario design expertise and deep understanding of credit card products
•  Enables two-way communication, strengthening user engagement

Results

•  Reduced dropout rate and improved conversion rate
•  Decreased user confusion and increased application rates
•  Regularly delivered tailored content to appropriate audiences, leading to long-term application growth

 

 

JCB had been successfully attracting traffic from advertisements to landing pages for their proprietary credit cards. However, the high dropout rate remained a significant hurdle to improving conversion. Due to the nature of credit card products—with a wealth of information and diverse user needs—it was difficult to deliver the right message to the right person, increasing the likelihood of potential customers slipping through the cracks.

To address this issue, JCB implemented Capex’s “PickUp,” a service that utilizes LINE official accounts to deliver personalized information based on user needs and behavior. This tool helped enhance the user experience (UX) and significantly improved conversion rates.

In this article, we speak with Yusuke Watanabe and Marina Chiba from the Proper Card Promotion Group at JCB to learn how they utilized PickUp, what challenges they faced, and what results they achieved.

Traffic Was Secured, But High Dropout Rates Persisted

— What issues did you face before implementing PickUp?

Watanabe: While we were able to drive a steady stream of traffic to our LPs via web ads, many users dropped off before converting. This was particularly noticeable with users who arrived through passive advertising such as display ads—they hadn’t actively searched or shown intent, so the dropout rate was high. Improving cost-efficiency became urgent. Spending ad budgets to guide users to LPs only to have them leave without converting felt like a missed opportunity, and we were keen to resolve this.

Chiba: In my role managing new web-based acquisitions for proper cards, we tried various approaches including LP design and SEO, but high dropout rates remained a constant issue. This was especially true for our gold card LP, where the dropout rate was a bottleneck to acquiring new customers.

— What strategies have you tried to solve these issues?

Watanabe: We had been working on multiple fronts—retargeting ads, LP optimization, and SEO—but each came with limitations. Retargeting helped to some extent, but ad costs went up. With customer needs diversifying, we realized that a one-size-fits-all approach wouldn’t cut it anymore. That’s when we started to think about how we could enhance our owned media and improve communication with potential customers to better serve them.

Chiba: We focused on SEO to bring in more traffic from non-ad sources, but those users also left quickly if the content didn’t meet their expectations. So we shifted focus to how we could retain users who landed on our LPs and engage them through ongoing communication on our own platform.

Why PickUp? The Power of Two-Way Communication

— What made you decide to implement PickUp?

Watanabe: PickUp allows us to go beyond just pushing out information. By integrating with LINE, we can respond to user questions and nudge them toward applications through dialogue. LINE is widely used in daily life, so it’s an ideal platform to maintain engagement and encourage conversions through familiar communication.

— Did you compare PickUp with other tools?

Chiba: Yes, we explored various tools to reduce user drop-off. Some used video to provide tailored solutions. But we ultimately chose PickUp because of its LINE integration, scenario-based personalization, and Capex’s strong support. Their team understood the nuances of our credit card products and provided actionable advice, which gave us confidence.

— Was the LINE official account already in use?

Watanabe: No, we launched the LINE account alongside PickUp. Given how much information is involved in credit card products, we felt that one-way communication via a website wasn’t enough. With LINE, we could have interactive conversations, provide personalized guidance, and build a stronger relationship with our users.

Helping Users Choose the Right Card and Apply with Confidence

— Was PickUp implemented across all card types?

Watanabe: We started with our gold card, as its LP had the highest dropout rate. We wanted to test its effectiveness where the issue was most severe. After seeing positive results, we expanded PickUp to multiple other card products.

— What outcomes did you see after implementing PickUp?

Watanabe: Dropout rates on the gold card LP decreased, and conversion rates improved. Though I can’t share exact figures, the results exceeded expectations. Based on this success, we’ve now rolled out PickUp to other cards as well.

— How did the user experience change?

Chiba: With personalized scenario design, we were able to engage users according to their needs. For example, for users unsure about which card to choose, we provided structured guidance to help them decide. Being able to promptly respond to their concerns also contributed to a better overall experience.

— Any specific examples of how UX improved?

Chiba: Capex suggested simplifying our scenarios, which led to improved conversion. Initially, we had two paths: a “Diagnostic Route” for those who needed basic info and an “Info Route” for more informed users. But the Info Route didn’t lead to conversions, so we removed it.

 

— What happened after you focused on the Diagnostic Route?

Chiba: Conversion increased significantly. This reaffirmed how crucial it is to consider the customer journey and behavior when designing UI and communication flows.

— How do you approach users who take time to convert?

Chiba: For LINE friends who don’t convert right away, we send follow-up messages a week later and provide nurturing content such as campaign announcements. This gives them another chance to consider applying. We also send periodic messages highlighting card benefits to re-engage users over the long term.

— Any insights gained from managing multiple cards with PickUp?

Watanabe: I believe PickUp really shines when paired with mass advertising. For instance, we launched PickUp alongside mass ads for our platinum card. Those campaigns brought in a wide range of users—many with limited knowledge of our products. PickUp helped nurture them and improve understanding, making a big impact.

Reducing Dropouts and Increasing Conversions with PickUp

— How has Capex’s support been?

Chiba: It is outstanding. We meet monthly, but also exchange emails and calls frequently. Their proposals are data-driven, making it easy to identify areas for improvement. They also respond quickly when we need to make changes, such as campaign updates. We truly appreciate their commitment—it’s clear they’re serious about achieving results, and that comes through in every interaction.

— What kind of companies would benefit from PickUp?

Watanabe: Companies that use mass advertising but struggle with dropouts before conversion should definitely consider it. PickUp enables more meaningful communication through LINE, personalizing the experience and boosting conversions.

Chiba: I’d recommend it to any B2C company looking to strengthen user engagement. PickUp not only helps with acquiring new customers but also builds better relationships with existing ones. It’s especially effective for businesses with complex or information-heavy products, where tailored communication makes all the difference.

Thank you, Mr. Watanabe and Ms. Chiba, for sharing your insights with us.

 

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Capex will continue to share client success stories—please check out our other interviews as well.

An Interview with Nippon Life Insurance Company (Click here to read the original interview article）

Life insurance has long been perceived as an intangible and complex concept, making it difficult for many—especially younger generations—to fully understand or relate to.In an era where traditional face-to-face sales interactions are declining, how can insurance companies bridge the gap and make their services more approachable? Nippon Life Insurance Company has taken an innovative approach by integrating AI-driven character-based communication to enhance customer engagement. We sat down with Rokuro Ouchida, who was General Manager of the Marketing Planning Department at the time of the interview, to learn how this unique strategy is transforming the industry.

The Challenge: Explaining Insurance to a Digital Generation

Q: What were the key challenges Nippon Life faced in engaging younger customers?

Ouchida: “One of the biggest challenges was that life insurance is an intangible product. Unlike other consumer goods, it’s not something people actively seek out—it’s meant for future uncertainties. This made it particularly difficult to explain its necessity to younger generations.

“In the past, insurance sales representatives played a critical role in introducing the product. Many young people learned about insurance from trusted colleagues or family members. However, as in-person interactions have declined, we found it increasingly challenging to engage younger customers in meaningful conversations about insurance.”

Q: How did traditional digital marketing efforts perform?

Ouchida: “We invested in social media and digital ads to reach a broader audience, but these were primarily one-way communication methods. While they helped increase awareness, they didn’t allow us to address customers’personal concerns in real-time. We needed a way to have interactive, two-way conversations about life insurance.”

The Solution: A Character-Based AI Platform

Q: What led Nippon Life to explore an AI-driven character platform?

Ouchida: “When we first saw the character platform, we were drawn to its approachability and engagement potential. Instead of simply presenting information, this platform allows customers to converse with a friendly, AI-driven character that gradually introduces the concept of insurance.”

“We realized that instead of a sales pitch, what customers needed was a comfortable, pressure-free environment where they could explore insurance at their own pace.”

Q: What were the key reasons for choosing Capex’s solution?

Ouchida: “Three main factors influenced our decision:

1. Deep industry understanding – Capex demonstrated expertise in insurance sales, recognizing the importance of addressing future concerns rather than focusing solely on the product.
2. Trust in AI security – The system was designed to prevent misinformation and ensure reliable communication.
3. Clarity on system capabilities – Capex clearly outlined what the AI could and could not do, helping us set realistic expectations within our company.”

Results: How AI Conversations Transformed Engagement

Q: What impact has the AI character had on customer interactions?

Ouchida: “We were surprised by how much engagement improved. Previously, our communication was mostly one-way—we would push out information, but there was little engagement. With the introduction of the character platform, however, we’ve seen a shift. Customers are now able to gradually deepen their understanding of insurance through casual conversation. One of the clearest outcomes has been an improvement in appointment booking rates. We’ve observed a measurable increase in the number of users who book consultations after interacting with the AI character.

What surprised us the most was the unexpectedly high engagement from customers in their 40s and 50s. We initially introduced the character platform with younger audiences in mind, but it turned out that middle-aged users were more likely to engage with it over a longer period of time. It seems that, for them, the character provides a low-pressure, approachable way to access information about insurance.

Q: What made this approach more effective than traditional methods?

Ouchida: “Unlike traditional sales interactions, where customers often feel pressured, the AI character lowered psychological barriers. Customers felt more comfortable asking questions without the fear of being ‘sold to.’ This helped build trust and improve the overall perception of life insurance.”

 

Refining the Customer Journey: Learning from Data

Q: How did you refine the platform after the initial rollout?

Ouchida: “We closely monitored where users disengaged and fine-tuned the conversation flow accordingly. For instance, we found that if insurance topics were introduced too abruptly, engagement dropped. So, we adjusted the dialogue to ease into discussions naturally.”

“For example, if a user mentioned enjoying sports, the AI character might respond with: ‘Sports are great! Staying active is important. By the way, have you ever thought about how you’d handle things if you were unexpectedly injured?’

Rather than immediately promoting insurance, the conversation unfolds gradually, using relatable scenarios to naturally lead into the topic. This approach makes the interaction feel organic and thoughtful.”

The Future: Expanding AI’s Role in Insurance

Q: How does Nippon Life plan to expand the use of AI-driven engagement?

Ouchida: “Currently, we’ve integrated the AI character into our website, but we’re exploring additional applications:

• Integration with sales representatives – The AI character could assist in lead nurturing before customers speak with an agent.
• Data-driven sales support – Insights from AI conversations could help agents tailor their approach for each customer.

“The ultimate goal is to bridge digital engagement with real-world interactions, creating a seamless customer-first experience.”

Q: Who else could benefit from this approach?

Ouchida: “Any industry struggling with one-way communication can benefit from an AI-driven approach. Whether it’s insurance, finance, this kind of interactive engagement helps customers to get better understand complex offerings in a friendly, approachable way, build trust, and drive conversions.”

Final Thoughts

Nippon Life’s AI character platform is a testament to how technology can humanize digital experiences. By enabling natural, two-way conversations, it has reshaped how insurance is perceived and made an intangible product more accessible.

As industries continue to explore digital transformation, AI-driven engagement stands as a powerful tool to connect with customers in a meaningful way. And for Nippon Life, it’s only the beginning.

A New Approach to Boosting Card Loan Conversions

Seven Bank faced a common challenge in its card loan business—attracting potential customers was not an issue, but converting them into applicants proved difficult. Despite optimizing web ads, landing pages, and calls-to-action, there remained a psychological barrier preventing users from completing applications.

To bridge this gap, Seven Bank turned to PickUp, leveraging the communication platform LINE to nurture leads through personalized engagement. We spoke with Daisuke Takada and Kosuke Katsuyama from the Banking Division to understand how PickUp transformed their approach.

Interviewees:

• Daisuke Takada – Group Leader, Banking Division, Seven Bank
• Kosuke Katsuyama – Research Officer, Banking Division, Seven Bank

Challenges

• While Seven Bank successfully attracted potential customers through web advertising and landing pages, conversion rates remained a challenge.
• Traditional web marketing approaches failed to fully address customer concerns, leading to hesitation in the application process.

Why PickUp?

• Performance-based pricing minimized risk, allowing Seven Bank to set CPA at 70% of standard advertising costs.
• PickUp’s integration with LINE enabled ongoing engagement even in a cookie-less environment.
• Its flexible scenario design and customer-driven approach provided a more personalized experience.

Results

• Completion rates for the initial engagement scenario improved from 70% to the high 80s, significantly enhancing the customer experience.
• Customer hesitations were addressed, boosting confidence in the service and improving application rates.
• Sustained customer engagement led to conversions even 220 days after initial registration.

 

Identifying the Key Pain Points

Takada: “While our card loan service attracted interest, many customers hesitated to complete applications. Web ads and landing pages only took them so far. We needed a solution that would provide the extra push to finalize their decision.”

Traditional web marketing techniques—such as optimizing landing pages, refining keywords, and revising ad copy—helped but were not enough to eliminate customer doubts.

The Decision to Implement PickUp

Takada: “Initially, we weren’t sure if PickUp would work for a financial product like card loans. Loan services can be seen as either highly convenient or intimidating, depending on the customer. Repeated outreach could backfire if not handled carefully. We also had concerns about transitioning customers from web ads to LINE and whether interacting on this platform would truly encourage applications.”

Katsuyama: “In a cookie-less digital landscape, maintaining customer engagement is becoming increasingly difficult. However, LINE is already a familiar tool for many users. We saw potential in using it as a direct, interactive communication channel to reduce customer anxiety and build trust.”

After thorough discussions, the team saw the potential to enhance the customer journey rather than disrupt it. Within three to four months, Seven Bank decided to implement PickUp—an unusually quick turnaround for a new initiative.

Driving Better Engagement Through UI and Strategy Optimization

To ensure a smooth experience, Seven Bank conducted a comparative analysis of similar services before choosing PickUp. The key deciding factor? Cost efficiency and risk reduction. PickUp’s performance-based pricing model significantly lowered the financial risk while delivering better results.

Takada: “Compared to other services, PickUp offered an optimal balance of cost and performance. With CPA set at 70% of traditional web advertising costs, it was a highly attractive option for us.”

Enhancing the User Experience

 

At launch, the completion rate for the first engagement scenario was around 70%—already a solid figure. However, Capex, the team behind PickUp, believed that further optimization could push it even higher. After analyzing user data, they identified that a significant portion of Seven Bank’s target audience consisted of senior users, for whom small text and intricate UI elements could pose usability challenges.

By redesigning interface elements—such as replacing small text-based options with larger button-style selections—the completion rate increased to the high 80s, demonstrating a direct correlation between UI improvements and user engagement.

Addressing Customer Concerns with Personalized Features

Takada: “One of the biggest concerns for card loan applicants is whether they will qualify. To ease this anxiety, we implemented an interactive feature within LINE that allows users to run a pre-qualification check as many times as they like. The average user engaged with this feature 1.55 times, confirming that it helped reduce uncertainty and increased confidence in moving forward with an application.”

Seasonal and situational messaging also played a role in customer retention. Instead of limiting engagement to a 30-day period, Seven Bank extended messaging campaigns over the course of a year. For instance, around the holiday season, they introduced messages such as, ‘Need extra funds for holiday travel or New Year’s expenses?’—tailoring content to timely financial needs.

The Long-Term Impact of PickUp

By continuously nurturing leads rather than relying on one-time engagement, Seven Bank saw customers applying up to 220 days after their initial interaction—a testament to the importance of sustained communication.

Katsuyama: “We initially assumed that most applications would come within a short period, but we were pleasantly surprised by the long-term impact of PickUp. Maintaining engagement over an extended period proved to be a game-changer.”

Final Thoughts: Is PickUp Right for Your Business?

Takada: “PickUp is especially well-suited for businesses dealing with products or services that involve a psychological barrier. Financial products, high-value services, or any offering where customers feel uncertainty or hesitation can benefit greatly from this approach.”

Katsuyama: “Capex truly understood not just our business, but also our customers’ behavior. Their insights led to solutions we wouldn’t have considered on our own. PickUp has allowed us to not only improve conversion rates but also build trust and long-term relationships with our customers.”

For businesses looking to enhance their customer engagement and drive conversions, PickUp offers a data-driven, user-friendly approach that proves engagement isn’t just about immediate conversions—it’s about building a connection that lasts.