Abstract
We perform a series of 5 strategic analyses of Japanese Megabanks. In this paper we review how changes in relative prioritization of stakeholders may impact corporate strategy at Japanese Megabanks. We look to answer the following questions via a case study with reference to RUS Megabank. Which key stakeholders have had the highest priority for Japanese Megabanks up to now and which have had the lowest priority? How have these priorities been reflected in actual strategy? Is the relative prioritisation of stakeholders likely to change over the next five years and what are the strategy implications for Japanese Megabanks?
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