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[Data] Consulting that surpasses 3 billion yen in annual sales and a scale of 100 employees.

Stage Up Consulting! Explaining the essence of achieving annual sales of 3 billion yen and surpassing 100 employees.

In this document, we introduce a consulting plan aimed at surpassing an annual sales of 3 billion yen and a workforce of 100 employees. We explain the characteristics and realities of companies with an annual sales of 3 billion yen and 100 employees, as well as the key points for overcoming challenges. Additionally, we provide an overview of organizational diagnostics and a schedule for organizational diagnostics from case study companies that have surpassed an annual sales of 3 billion yen and a workforce of 100 employees. [Contents (partial)] ■ Introduction ■ Foreword ■ Characteristics and issues of companies with sales between 3 to 5 billion yen and 100 to 200 employees ■ The essence of surpassing an annual sales of 3 billion yen and a workforce of over 100 employees ■ Three-state principle, scale, and four forces *For more details, please refer to the PDF document or feel free to contact us.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] ➃-➀ The Background of Small and Medium-Sized Enterprises' Presidents as a Race

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Can't you even do this? Don't you understand such things? How many times have small business owners felt like they were biting into a bitter bug? It takes time to bridge the gap between 'gut feeling' and 'common sense' in both mind and heart. Gut feeling refers to events in the field, while common sense is the value system shaped by the environment one grew up in. This difference troubles business owners. Many company presidents would say their natural personality is suited for a No. 2 position. However, whether they became founders by choice, became business owners out of necessity, or are second-generation successors who must take over, the fact remains that they are currently business owners. Small businesses are often disorganized entities lacking people, goods, money, and management. Yet, because they have to bring together such organizations, small business presidents become a 'common breed.' If they manage small businesses with the aforementioned characteristics for 20 or 30 years, they inevitably become a common type of small business owner.

Company：マイスター・コンサルタンツ
Price：Other

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How to Approach Consulting

The process leading up to management consulting.

1. Inquiry Please fill out the necessary information in the inquiry form and submit it. 2. Meeting and Hearing - We will take time for a meeting at your company to discuss your consultation topics. - We will confirm the current status of your company, management issues, desired problem-solving images, future visions, etc. *Since our approach is hands-on, meetings at your company are the norm, but web meetings are also possible. 3. Proposal and Estimate - After the meeting, we will propose a plan to solve your company's issues. - The proposal will include the basic consulting implementation methods, contract duration, and cost estimates. 4. Conducting a Consulting Explanation Session within the Company - To promote the effectiveness of the consulting implementation, it is increasingly common to hold an explanation session before the consulting contract. - The consulting explanation session will take 60 minutes and will be conducted in person at your company (any number of participants is acceptable). 5. Contract and Start of Management Consulting - If you are satisfied with the proposal, we will proceed to contract signing. - After the contract is signed, we will promptly start the management consulting.

Company：マイスター・コンサルタンツ
Price：Other

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Organizational Work Capability: The Critical Challenge of Organizational Management for the Growth of Small and Medium Enterprises

Organizations need a common set of values to facilitate people's movement!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will confirm the current rules, standards, and operational status necessary for a company to function as an organization, rather than just a sole proprietorship, and provide our proposals. Managing an organization is not only about creating systems and frameworks but also about continuously instilling a common set of values to prevent the team from becoming stagnant. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on-site in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

Company：マイスター・コンサルタンツ
Price：Other

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Organizational Work Ability <The Golden Rule for Creating Performance>

A system is needed to manage decisions within the framework of tactics!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will examine the current rules, standards, and systems necessary for a company to operate as an organization, rather than just a sole proprietorship, and provide our proposals. For medium and small enterprises, there are golden rules for creating performance, which include five key points: departmental policies, product strategies, tactics, operations, and environmental improvements. 【Basic Concepts】 ■ Organizational management, a critical challenge for the growth of small and medium enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for creating performance on-site in small and medium enterprises *For more details, please download the PDF or feel free to contact us.

Company：マイスター・コンサルタンツ
Price：Other

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Signs of Deteriorating Company Performance and Defensive Measures

The key is to establish measures that enable early detection and early treatment!

We would like to introduce our consulting theme "Signs of Deterioration in Company Performance and Defensive Measures." By analyzing past complaints and periods of performance decline, we will construct the symptoms and countermeasures related to signs of performance deterioration. By picking up issues related to signs of performance decline, we can promote the sharing of problems among all employees and enhance visibility, enabling early countermeasures. 【Implementation Themes】 ■ Explanation of bankruptcy trajectory ■ Improvement exercises for companies with actual performance decline ■ Considering signs of performance deterioration in our company ■ Examination and creation of defensive measures against signs of performance deterioration in our company ■ Explanation of signs of performance deterioration and defensive measures in our company *For more details, please download the PDF or feel free to contact us.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] Growth Trajectory of Small and Medium Enterprises 1: From Birth to Rapid Growth Period

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Humans are born and go through a growth process that includes kindergarten, elementary school, junior high school, high school, university, and adulthood. At each of these milestones, there are encounters with people, entrance exams, and graduations. Additionally, significant life events such as coming of age ceremonies and employment also occur. Similarly, companies have their own fundamental growth trajectories. ■ Birth Stage First is the birth stage. This is the period shortly after a company is established, which every company experiences. The survival rate of a company is harsher than the survival rate of humans. It is said that the survival probability of a company that has been born to survive for 10 years is 20-30%. ■ Foundation Stage Once the birth stage is over, it enters the foundation stage. This is the period when the foundation of products and customers gradually begins to take shape. ■ Rapid Growth Stage Next, the company enters the rapid growth stage. This occurs when the selection of products, industries, areas, and customers is favorable, leading to an increase in the number of customers and work, resulting in rapid growth. The increase in the number of employees does not cause rapid growth; rather, it is the increase in the amount of work that inevitably leads to an increase in the number of employees. In this way, the company experiences rapid growth.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] Shedding the Rulebook for Managers

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There are two main points regarding the management transformation of growing companies. The first point is that as work increases, the number of people will also increase. Therefore, it is necessary to establish rules and standards and to systematize processes. In other words, it is about creating the structure of the company. The second point is that the president must shed the role of a walking rulebook and promote a change in mindset to operate the company with all employees. When the entire company is changing, the one who must change the most is actually the management. It is required for the management to evolve from being a walking rulebook to creating a company that embodies its identity, meaning that the company should be operated as an organization. If the management does not build the necessary skills, the enthusiasm of the president alone will not be enough to overcome the barriers to growth. However, it is important to clarify that those who genuinely wish to expand the company in a healthy sense must develop management skills that correspond to that scale. A company is not good simply because it is large, nor is it bad just because it is small. The crucial point is what kind of company the management wants to create, centered around the management itself, in a way that fits its size. It is essential to clarify that intention.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] The Moment the President Leaves the Field is a Turning Point

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The founder and president of the company, struggling to survive, suddenly realizes that the annual sales have reached 700 to 800 million yen. Up to this point, the growth has been centered around a sense of unity focused on the president's leadership. The key feature at this stage is the turning point where the president begins to step away from the frontline. In other words, it is also the time when the entrepreneur sheds the role of being the boss of sales and production and starts to challenge the responsibilities of being a manager. This turning point brings changes within the company, and the inability to adapt to those changes prevents them from breaking through the 1 billion yen (with 30 employees) barrier. The speed of a company's growth is significantly faster than the speed of individual growth. Moreover, the growth of the entrepreneur is notably faster than that of the employees, which creates distortions in a growing company. The president tries to challenge the core responsibilities of management but begins to have concerns about their vision and the capabilities of veteran executives. Various countermeasures are taken, but the entrepreneur becomes frustrated with the dilemma of things not going well. In summary, it is the desire of the entrepreneur to create a company that truly resembles a company, along with executives who cannot adapt to this and the internal systems and strategies that are not functioning well, that obstruct the barrier of 1 billion yen.

Company：マイスター・コンサルタンツ
Price：Other

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Proposal for optimal FTA/EPA for reducing logistics costs *Includes comparative example materials.

Are you struggling with logistics costs? We can provide logistics proposals that match your company, including research on tariff rates! *We have a track record of reducing tariff rates!

We assist in reviewing procurement costs by conducting a comprehensive search and comparison of multiple FTAs/EPAs! We can propose optimal utilization of FTAs/EPAs. You can also check future tariff rate trends and rules of origin for the next 10 years, covering not only Japan but also overseas import tariffs. We offer total logistics proposals that include not only tariff rate investigations but also suppliers and production countries. 【Please consult us if you are:】 "Unsure which FTA/EPA to use among many..." "Overwhelmed with a wide range of products and lack the time to research each one..." "Uncertain about which FTA/EPA to use in the future..." "Spending too much time investigating overseas import tariffs..." *We are currently offering a free document with comparison examples! For more details, please check "PDF Download." Feel free to contact us as well.

Company：ケイラインロジスティックス本社営業第一部、営業第二部、営業第三部、プロジェクト部
Price：Other

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Support for Building IT Governance for Hospitals

Leave IT in the hospital to us!

Our company, in response to the recent increase in system troubles, aims to address the elements causing these issues, such as social engineering (development methods/systems lacking ethical considerations, assignment of members with low skills or inattentiveness, and the impossibility of ensuring quality). We provide services to our clients with a focus on management and IT consulting for the public good. Similarly, as a relative is involved in medical management, we are currently supporting IT governance construction in over 50 hospitals to prioritize the safety and security of patients. However, in the majority of hospitals and many companies, vulnerabilities in their websites are still evident, and there are challenges with middleware and networks. In small and medium-sized enterprises, even if they wish to resolve these issues, they often lack IT personnel or have experience in specific areas but not a comprehensive understanding. As a result, many are in a situation where they follow vendor instructions (vendor lock-in and contracts that only adhere to what is stated by the vendor). If this continues, we aim to change the future of the medical industry and various other sectors to ensure management with transparency and prioritize safety and security.

Company：TSUNAGU
Price：Other

Security Assessment

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[Real Estate Consulting Practical Case] Sale of Large-Scale Logistics Development Land

Introducing a case where a policy was established to obtain development permits by setting regional plans.

We would like to introduce a case study of our consulting services for the sale of a large-scale logistics development site (approximately 20,000 tsubo). We received a request for investor attraction from a developer who is coordinating landowners for logistics facility land. Our company formulated a policy to obtain development permits by establishing a district plan and received positive intentions from the authorities. Additionally, we attracted investors who could provide the necessary investment funds before the establishment of the district plan and the acquisition of development permits. 【Case Overview】 ■ Situation - The location, area, and topographical conditions are favorable, resulting in a high evaluation as an investment target. - Since it is located in an area designated for urbanization control, obtaining development permits is generally not possible. ■ Response - Formulated a policy to obtain development permits by establishing a district plan. - Attracted investors who could provide the necessary investment funds. *For more details, please refer to the PDF document or feel free to contact us.

Company：フェア・アンド・スクエア
Price：Other

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[Real Estate Consulting Practical Case] Voluntary Sale of Owned Real Estate

We will introduce a case where debt restructuring was achieved for several tens of millions of yen, which is one-tenth of the debt amount, avoiding auction.

We would like to introduce a case study regarding consulting for the voluntary sale of owned real estate for debt restructuring of a business company that we conducted. It was necessary to quickly demonstrate the feasibility of the voluntary sale to the creditors and obtain their approval to avoid auction. Therefore, we attracted real estate investors for residential development land. We obtained approval for the voluntary sale from the creditors, avoided auction, and achieved debt restructuring at several tens of millions of yen, which is one-tenth of the debt amount, thus avoiding the sale of the home. 【Case Summary】 ■ Background - The business company was demanded by creditors (financial institutions) to repay several hundred million yen in debt in a lump sum, but there were no funds available for repayment. - There was a possibility that creditors would apply for the auction of the owned real estate, which we wanted to avoid. *For more details, please refer to the PDF document or feel free to contact us.

Company：フェア・アンド・スクエア
Price：Other

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North Star Partners Inc. Company Profile

Only correct numerical management can create a strong financial structure and achieve profits, money, and growth!

North Star Partner Co., Ltd. is a management consulting company that possesses know-how for improving corporate financial health and developing growth strategies and going public. We fundamentally improve the financial condition of companies, turning loss-making companies into profitable ones and further increasing the profits of already profitable companies. We help companies that struggle to retain cash to fundamentally improve their financial health, enhancing sales, profits, and cash flow. [Our Consulting Services] ■ Financial Health Improvement Consulting ■ Growth Strategy Consulting ■ IPO Consulting ■ Practical Workshops for Executives ■ Research and Diagnosis *For more details, please refer to the PDF materials or feel free to contact us.

Company：ノーススターパートナーズ
Price：Other

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Business expansion, improvement of convenience, risk management, workplace environment enhancement.

We will introduce a case where IT system support services solved issues related to "inventory and policy formulation for problem-solving and prioritization"!

We would like to introduce a case where Company M has implemented "business expansion, improved convenience, risk management, and workplace environment improvement." The company has many challenges and wants to organize which ones to tackle first, but has been unable to secure the time to focus on them. As a solution, we developed a roadmap for the DX strategy and conducted an inventory of management issues and the status of digitalization efforts. [Challenges] ■ There are many challenges, and we want to organize which ones to tackle first. ■ We cannot secure the time to focus on them. ■ We resonate with the importance of RFP/requirements definition. *For more details, please download the PDF or feel free to contact us.

Company：Power Management
Price：Other

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consulting Product List and Ranking from 45 Manufacturers, Suppliers and Companies

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