As senior bankers devise their new strategy for dealing profitably with resurgent Japanese corporations, they are struggling to define a new model of relationship banking.
They know what it shouldn’t be: what it was in the past. Formerly, the main bank to a company was wedded to it. If the company hit problems and its second- or third-tier relationship banks stepped back, the main bank kept lending to it to the bitter end. It was almost to the bitter end of the entire Japanese banking system.
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