consultant Product List and Ranking from 35 Manufacturers, Suppliers and Companies | IPROS

Last Updated： Aggregation Period:Feb 18, 2026～Mar 17, 2026
This ranking is based on the number of page views on our site.

consultant Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Feb 18, 2026～Mar 17, 2026
This ranking is based on the number of page views on our site.

  1. Ｌ＆Ｐ Chiba//others
  2. 八千代エンジニヤリング Tokyo//Construction Consultant
  3. プライムコンサルタント Tokyo//Service Industry
  4. 4 きんそく 本社・和歌山支店・名古屋営業所・北陸営業所・東京営業所・大阪営業所 Kyoto//Construction Consultant
  5. 5 創友 Kochi//others
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consultant Product ranking

Last Updated： Aggregation Period:Feb 18, 2026～Mar 17, 2026
This ranking is based on the number of page views on our site.

  1. "Solar Power System Design Consultant" capable of creating CAD drawings. Ｌ＆Ｐ
  2. Yachiyo Engineering Co., Ltd. Business Introduction 八千代エンジニヤリング
  3. Construction sites evolving with infrastructure DX. きんそく 本社・和歌山支店・名古屋営業所・北陸営業所・東京営業所・大阪営業所
  4. What is organizational structure? ★Human Resource Management Equation - 6★ プライムコンサルタント
  5. 4 Consultant, Civil Engineering Product Development Consultant 創友

consultant Product List

61～81 item / All 81 items

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 7: From Expansion Growth Phase to Growth Expansion Phase

[Column] Growth Trajectory of Small and Medium-sized Enterprises 7: From Expansion Growth Phase to Growth Expansion Phase

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■Expansion Growth Period This period of expansion and growth leads to becoming a 5 billion company through the introduction of multifunctional developments (multiple business divisions and headquarters system). However, while the outward appearance is that of a medium-sized enterprise, the content of each multifaceted and multifunctional aspect remains that of a small to medium-sized enterprise, resulting in a phenomenon of significant gaps. The company expands its operations through a multifaceted approach. However, when looking at the content of these branches, they are essentially small to medium-sized enterprises. In a small to medium-sized enterprise that operates from a single location, the president is usually present, allowing for quick responses to issues and easy communication of company policies. In contrast, branches are led by branch managers. Therefore, the content of the branches is actually weaker in terms of structure than that of small to medium-sized enterprises. In other words, "the gross is a medium-sized enterprise, but the content of each aspect is often weaker than that of small to medium-sized enterprises." This leads to the frequent occurrence of various gaps. To surpass the 5 billion mark during this expansion growth period, it is essential to implement multifunctionality, namely the headquarters and business division systems; otherwise, operations will not run smoothly. Additionally, a characteristic of this scale is the clash between the "old" and "new" in various matters. Through this clash, it is necessary to achieve "fusion" and build what is essential for the company; otherwise, it will become difficult to manage from a human perspective.

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[Column] Activities and Management for Controlling the Team

[Column] Activities and Management for Controlling the Team

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The team's performance is designed not to improve. Understanding this fact begins to reveal the meaning of achieving results through leadership and management. Small and medium-sized enterprises have a structure where profits do not emerge unless they do something beyond their monthly routine work, and without considering measures for performance gaps, achieving goals is impossible. Creating performance requires both activity and management. Activity refers to sales and production activities aimed at securing revenue and profit. In contrast, management involves checking whether things are deviating from their intended state. Interestingly, if activities are left unattended, revenue, gross profit margin, profit, productivity, and funds naturally decrease. On the other hand, if management is neglected, expenses, accounts receivable, and inventory naturally increase. In other words, if a group is not controlled, activities will be carried out according to individual judgment, and management is often neglected because it is seen as cumbersome. Thus, performance is structured in such a way that without the functions of controlled activities and management by people or teams, it will not improve. *For more details on the column, please refer to the related link. For further inquiries, feel free to contact us.*

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[Column] Leaders must communicate and ensure understanding of their value judgment criteria.

[Column] Leaders must communicate and ensure understanding of their value judgment criteria.

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The company is a human zoo, designed to fail. The characteristic of a typical organization is that people with similar values gather together. For example, in the world of sports or hobbies, various organizations are characterized by the gathering of people with similar values. In small and medium-sized enterprises, people with different values based on their upbringing, likes and dislikes happen to live in the same area and accept the conditions to form an organization. Because people with differing values, backgrounds, generations, and genders come together to create an organization, it tends to be less cohesive. Therefore, it is important for you as the team leader to communicate and ensure understanding of the value judgments you are considering. If a system is created, it can initially be driven by the power of the team leader. However, if the sense of being forced to do something becomes strong, it will not last long. What is important is to teach perspectives and ways of thinking such as: ■ Why are we doing this? ■ Why is this perspective necessary? ■ Why does this happen? ■ What should we do in this situation? Without addressing these questions, it will not become a habit. *For more details on the column, you can view it through the related links. Please feel free to contact us for more information.

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[Column] The Significance of Financial Statements

[Column] The Significance of Financial Statements

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If it is a corporate entity, there is an obligation to prepare financial statements every year, which must be submitted to the relevant tax office and national tax authorities, and the necessary taxes must be paid. However, the significance of financial statements for many companies is often seen as documents to be submitted to financial institutions, isn't it? Financial institutions aim to verify and confirm the contents of loan applications with specific figures. Loan officers and relationship managers compare the information gathered with documents such as financial statements. In other words, they analyze the financial condition, business performance, and repayment capacity using three periods of financial statements to determine credit risk ratings and debtor classifications. Do you know which month of the year represents the best financial condition for your company? While the products of your company are the main appeal in transactions with customers, the most effective tool for promoting your company in dealings with existing and new financial institutions is the financial statement. Most companies determine their fiscal month based on the designation of their tax accountant, and few have chosen it according to their strategic development. *For more details on the column, please refer to the related link. For further inquiries, feel free to contact us.

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Manufacturing Subsidy Consultant

Manufacturing Subsidy Consultant

Consultant support for the product development subsidy. 11th application (deadline for submission: 8/18) is currently open. Over 200 companies have been accepted.

Our company provides support for "Monozukuri Subsidy Application Assistance." Since general subsidies undergo a review after application, it is important to create a plan that meets the review criteria for each subsidy in order to be selected. Our company offers total support from proposal of subsidies to the creation of the plan and receipt of funds. Please feel free to contact us if you have any requests. 【Basic Support Flow】 1. Hearing on investment content 2. Plan creation 3. Application support 4. Achievement report support 【About the Monozukuri Subsidy】 The Monozukuri, Commerce, and Service Productivity Improvement Subsidy supports small and medium-sized enterprises and small businesses in making capital investments for innovative service development, prototype development, and improvement of production processes to respond to regulatory changes they will face over the coming years (such as work style reforms, expansion of employee insurance coverage, wage increases, and introduction of invoices). Additionally, special provisions are established for businesses facing tough conditions and those working on productivity improvements in the digital and green sectors. *For more details, please contact us.

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Management Capability Improvement Plan Consultant

Management Capability Improvement Plan Consultant

Support for the formulation of management improvement plans aimed at special depreciation or a 10% corporate tax deduction, additional points for small business sustainability subsidies, financial support, and other purposes.

Our company provides support for "Management Capability Improvement Plan Applications." If you have any requests, please feel free to contact us. 【Basic Support Flow】 1. We will create a Management Capability Improvement Plan based on the information gathered during the hearing. * Financial information such as settlement data will be required for the creation. 2. Once the plan is completed, we will send the data to the customer. 3. The customer will then mail it to the secretariat. 4. After the application, if there are any requests for corrections from the secretariat, we will assist until certification is obtained. 【About the Management Capability Improvement Plan】 You can receive the following preferential measures: ● 10% corporate tax deduction or special depreciation Eligible parties: Companies with capital of 100 million yen or less / Sole proprietors, etc. Target equipment: Machinery and equipment costing 1.6 million yen or more (new) Requirements: Equipment that improves productivity by an average of 1% or more per year ● Additional points for subsidies (valid for up to 5 years) - Such as the Small Business Sustainability Subsidy ● Financial support Expansion of credit guarantee limits by credit guarantee associations for small and medium-sized enterprises * For more details, please contact us.

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Human Resource Management Equation: The Role of Allowances

Human Resource Management Equation: The Role of Allowances

An explanation of various allowances that are inseparable when considering monthly wages!

Monthly wages can be broadly divided into base salary and various allowances. The base salary is determined mainly based on factors related to the "quality of work," such as role responsibilities and individual capabilities, and is positioned as the core of the fixed salary corresponding to the prescribed working hours. In contrast, various allowances address variable wage issues and concerns specific to certain employees, serving an important function to complement the base salary. Specifically, they reflect four elements in wages that the base salary cannot fully cover: "amount, type, and location of work," and "living conditions." *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

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Human Resource Management Equation: Management Goal Control and the Role of Middle Management

Human Resource Management Equation: Management Goal Control and the Role of Middle Management

Explaining the necessity of a management team that supports the top management and the correct way of business succession!

In small businesses, it is common for not only the management executives but also the top management themselves to take on roles in production, development, sales, and other areas. While it can be criticized that the top management becomes half-hearted as a manager by also being a player, in the case of small businesses, it can rather be seen as a sign of a healthy organization. On the other hand, it would be problematic if the top management does not engage in the field, does not meet with important clients, and is not involved in development, resembling a "turtle" president in shogi. *For more details, you can view the related links. Please feel free to contact us for more information.*

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Human Resource Management Equation: The Role of Middle Management in Setting Goals and Supporting Top Management

Human Resource Management Equation: The Role of Middle Management in Setting Goals and Supporting Top Management

Explaining the concept of goal setting for middle management and the role of middle management in supporting top management!

The daily work of middle management is determined from the bottom up. Middle managers must decide on the operations and processes of their respective organizations, allocate tasks to their subordinates, and take responsibility for daily operations and the performance of their team members. However, the role and responsibilities of middle management regarding the overall results of the organization are determined from the top down. Middle managers are expected to set their goals in an upward direction, always aligned with the overall performance of the company. Middle managers must make the goals that their department needs to achieve their own goals. For example, a sales department head should not only focus on achieving the personal sales targets set in collaboration with their subordinates or just the negotiations with their assigned clients. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

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I wish I could do something like this! Please let me hear that voice.

I wish I could do something like this! Please let me hear that voice.

Starting with AR, anything is fine, including automation, unmanned operations, AI, and DX!

We will utilize the know-how and experience we have cultivated over 30 years in measurement to think together about your "challenges" and "wants." Whether it's AR, automation, unmanned systems, AI, DX, or anything else, we welcome your input. Please share your thoughts with Kinsoku. *For more details, please refer to the PDF document or feel free to contact us.

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[Column] ➂ The President of a Small to Medium-Sized Enterprise Betting on Their Way of Life

[Column] ➂ The President of a Small to Medium-Sized Enterprise Betting on Their Way of Life

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A certain company president, although young, desperately endured shame and tackled challenges head-on to avoid bankruptcy. He was short of 10 million yen needed for settlement funds. He sought help from government-affiliated financial institutions, but due to the lending freeze at that time, they completely ignored him. As thoughts of bankruptcy loomed for tomorrow, he suddenly came up with the idea of contacting a local elected representative with whom he had no prior acquaintance. He quickly reached out, met with the secretary, explained his dire situation and the current lending freeze, gained their understanding, and somehow managed to escape the crisis. Another company president underwent civil rehabilitation. Once under the civil rehabilitation law, borrowing from financial institutions becomes impossible. He was forced into a very tough management method where he had to operate solely with cash. The president not only threw away his shame and reputation but completely changed his personality. He became a demon who would take any job, no matter how small the connection. Six years later, he received a call from this president, who tearfully shared the joy of having the court recognize the completion of his civil rehabilitation process. I want them to feel proud of running their businesses independently, even if small, and to participate in it (thinking, acting, and taking responsibility). I strongly hope they can convey the greatness of their company to their employees and families.

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[Column] ➃-➁ Small and Medium-sized Enterprise Presidents: Tough and Compassionate

[Column] ➃-➁ Small and Medium-sized Enterprise Presidents: Tough and Compassionate

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■Small and Medium-Sized Enterprise (SME) Managers are Tough SME presidents are curious, energetic, tough, and surprisingly youthful for their age. They arrive early in the morning and take the initiative to handle unpleasant tasks themselves. It is quite common for the president to be the one who opens and closes the company. They come in early, start with cleaning, read the newspaper thoroughly, and then get to work. After that, they welcome their employees. In the evening, they wait for the employees to return, have them report on the day's activities, and finally lock up before going home. Truly, managers work hard. ■Small and Medium-Sized Enterprise (SME) Managers are Compassionate It is difficult to manage a group of self-centered individuals without compassion. Recently, successor managers have become highly educated. When they view SMEs through the lens of their own cultivated values, the differences in perception can be overwhelming, leaving everyone confused. However, after being an SME manager for 5 or 10 years, one cannot help but become more compassionate. 〇Even if they understand, they sometimes let themselves be deceived on purpose. 〇They want to give warnings, but if they do, employees might quit. 〇Sometimes they take on the burden of debts. 〇When an employee has a child, they share in the joy and tears as if it were their own child, showing high empathy. Things that would be unthinkable in large corporations happen daily. Therefore, on the flip side, the sense of unity centered around the president becomes stronger.

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[Column] ➇-➀ The Illness of Small and Medium Enterprises: Delegation of Work

[Column] ➇-➀ The Illness of Small and Medium Enterprises: Delegation of Work

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Small and medium-sized enterprise owners cannot delegate work to their employees. Organizational management is about using people to improve performance. In other words, it is about effectively mobilizing subordinates to achieve results. However, for a president who has managed each department alone until now, there is significant resistance and concern about completely entrusting departments and tasks to others. If one wishes to grow the company in a healthy way, they must change their approach to steering the company. It is necessary to shift to an organizational management style that delegates authority. However, I want to clarify that I am not saying that delegating is always the right thing to do. A president who feels they must do everything themselves is fine with that. They just don't have to grow the company. This is also one way for a company to exist.

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[Column] ➇-➂ Principles for Unifying Organizational Groups

[Column] ➇-➂ Principles for Unifying Organizational Groups

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The mid-term vision plays a role in breathing life into the company's future. Breathing life into the company's future means instilling dreams within the company, where the president, executives, and management create a vision, communicate it to employees, and implement it together. It is important to clarify how we want to shape our company or store. In response to changes in the external environment and the realities of internal resources three, five, or ten years from now: - What kind of company do we want to create? - What kind of business do we want to pursue? - What functions do we want to have? As a result, we will build the scale-related elements such as sales figures and the number of employees. A vision is a dream and a will; it is something to be created. It reflects what the company aspires to be based on the entrepreneur's corporate philosophy and management principles. - For the president, what kind of company does he want to create? - For the employees, what kind of company do they want to work for? Certainly, since it spans a long term, the desires become stronger. However, those desires are based on the entrepreneur's corporate philosophy and management principles, as well as the employees' work and life perspectives. They are not mere wishes; that is why they hold significance.

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[Column] Principles for Unifying Organizational Groups ➅

[Column] Principles for Unifying Organizational Groups ➅

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A product strategy is a measure to bridge the gap or difference against a goal. A product refers to the materials for business, and a product strategy is a measure to address the gap or difference needed to achieve a goal. In cases where numerical targets are involved, such as in sales or manufacturing departments, it becomes a measure for the difference, while in qualitative targets, such as in management or operational departments, it is a strategy to create measures for the gap. For example, if last year's sales were 800 million and this year we want to reach 900 million. Identifying the shortfall of 100 million is the product. The ways to cover this can include: - Covering it with sales - Covering it with gross profit - Covering it by reducing costs - Covering it through turnover, among various other methods. Companies that use the term "product" have a mindset aimed at bridging gaps or differences. Generally, the concept of performance varies by company. Some companies consider performance based on sales revenue, while others may consider operating profit. Our company's management department must determine what constitutes performance for each department. For instance, the performance of the management department may be aligning financial accounts with ordinary income and expenditure, while the sales department may align accounts with gross profit, among various performance metrics. In any case, how to create the materials for business is the strategy for the product.

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[Column] Why is there a difference between companies even when they start at the same time in the same region?

[Column] Why is there a difference between companies even when they start at the same time in the same region?

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It is the difference in the quality of basic employee behavior. Starting the same type of business in the same region at the same time means that the selection of products, the choice of location, and the timing are the same. Yet, differences in performance arise in company management. I have had several cases where I assisted companies A and B, which started in the same industry and region at the same time (though the timing was different). What I felt during that time were the characteristics of growing companies versus those that cannot grow. Employees of growing companies have developed the habit of taking notes without being prompted. In contrast, employees of companies that cannot grow seem to have good memories, yet they strangely lack the habit of taking notes. Additionally, there is a difference in awareness regarding decisions made within the company. Employees of growing companies have a sense of obligation to adhere to what has been decided, while employees of companies that cannot grow have a low awareness of these decisions and do not strive to adhere to them. It is not a matter of whether the chicken or the egg came first, but if asked whether they have been able to grow because they have grown or have grown because they are capable, the answer would be that they have grown because they are capable. This difference likely stems from the time, wisdom, and determination that management has devoted to raising the foundational level of the human collective within the company.

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[Column] Development of New Businesses (2) The Principle of Entering New Businesses is the Bamboo Grove Method

[Column] Development of New Businesses (2) The Principle of Entering New Businesses is the Bamboo Grove Method

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The bamboo grove method literally imitates the way bamboo grows as a thicket. It focuses on the current industry or sector one belongs to and considers related industries and surroundings. It also involves assessing whether there are promising business opportunities that can utilize existing human resources, technology, sales channels, buildings, and equipment. In other words, like a bamboo grove, it involves developing businesses that are related and branch out from a single root. This approach is low-risk and does not lead to significant failures. The points to keep in mind in this case are as follows: (1) Develop based on areas where strengths and expertise can be leveraged. (2) Determine if idle assets (land, equipment) and human resources can be utilized. (3) Assess whether the industry planned for entry is a growing sector or a niche area that large companies do not venture into. (4) If entering as a latecomer, investigate whether the leading competitors in the same industry are generating profits. (5) Consider whether there is potential for synergy with the main business. (6) Evaluate how far human resources and investment can be utilized. (7) Identify assets such as land, buildings, and employees from previous businesses that can be leveraged. Exploring the possibilities of upward, downward, and lateral expansion based on this bamboo grove method, centered around the current business, is fundamental for small and medium-sized enterprises in developing new business ventures.

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[Column] Unique Strategies of Our Company

[Column] Unique Strategies of Our Company

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There are commonalities among businesses and companies that have thrived for a long time. That is, the name of the store or company is more recognized than the name of the owner. Of course, in the early days of establishment, it is the founder's strong personality that paves the way and creates the foundation. As this foundation is passed down through generations, the basic form of the store or company is established, solidified, refined, and ultimately, a "unique way of fighting for the company" is developed. So, what is necessary for companies with a short history, meaning those currently managed by their founders or second-generation companies? First, it is essential to create the basic form of the company's strategy. This basic form is the theory = principles and rules for the company to continue thriving. It is important to bring this to a level where one knows it, understands it, and can execute it. To illustrate the theory with a baseball example: in the bottom of the ninth inning, the score is 2 to 1 in favor of the opposing team. With no outs and a runner on first base, the theory dictates that the batter should lay down a bunt to advance the runner to second base. Winning teams can execute this reliably, which is why they win. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

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[Column] Key Points on the Income Statement for Selecting the Fiscal Month

[Column] Key Points on the Income Statement for Selecting the Fiscal Month

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A year consists of 12 months, and it is a battle of 12 rounds. There are various ways to fight, but in principle, "a first-half dam-type management is preferable." First-half dam-type management means securing 60-70% of the annual required operating profit during the first half of the year, from April to September, in the case of a March fiscal year-end. From a different perspective, ideally, a year of 12 rounds would result in 12 wins and 0 losses, but the reality is often 10 wins and 2 losses, or 9 wins and 3 losses. If we consider a scenario of 9 wins and 3 losses, it is important to select the fiscal month in such a way that 5-6 of those wins occur in the first half of the year. The reason why the first half is better is that it allows for a buffer to search for products during months when a deficit is expected in the second half, and it also provides leeway for planning for the next fiscal year. Companies that rely on a second-half push often exhaust their resources before reaching the fiscal month, resulting in delayed strategies for the next period. *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.

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Human Resource Management Equation: Bonus Distribution Based on Contribution Level

Human Resource Management Equation: Bonus Distribution Based on Contribution Level

The bonus fund should be linked to the company's performance! Here is an introduction to the thinking behind individual bonus distribution.

Bonuses are not determined by simply multiplying the base salary by a certain number of months. Instead, the total bonus pool is first decided based on the overall profits of the company. Once the bonus pool is established, it is then distributed to individuals based on their contributions, making it easier to understand through this two-step process. Bonuses are fundamentally a way to distribute company profits to employees, so it would be ideal if they could be allocated fairly according to each employee's "contribution to profit." *For more details, please refer to the related links. Feel free to contact us for further information.*

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The necessity of a better reward system from the "Human Resource Management Equation."

The necessity of a better reward system from the "Human Resource Management Equation."

A compensation system that the majority of organizational members, from executives to individual staff, can understand and agree with is required!

Whether it is wages or bonuses, there are no scientific laws or truths regarding how they should be distributed. What exists is the decision-making process on how to rationally and optimally redistribute the income obtained from external sources within the organization, based on political and overall judgments, as well as the selection of methods and know-how. The same applies to structuring the organization. Someone must make personnel decisions. It is very difficult, but someone must exercise that authority. *For more details, you can view the related links. Please feel free to contact us for more information.

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