Last Updated： Aggregation Period:Sep 16, 2026～Oct 13, 2026
This ranking is based on the number of page views on our site.
Last Updated： Aggregation Period:Sep 16, 2026～Oct 13, 2026
This ranking is based on the number of page views on our site.
Last Updated： Aggregation Period:Sep 16, 2026～Oct 13, 2026
This ranking is based on the number of page views on our site.
301～330 item / All 345 items
![[Management Column Vol. 25] Six Factors That Hinder Execution](https://image.www.ipros.com/public/product/image/2098442/IPROS1951296957111549133.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 34] Commitment to Gross Profit Margin](https://image.www.ipros.com/public/product/image/2098442/IPROS9405628570721669274.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank negotiations.
We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 39] Clarifying the Gap Between the Ideal State and the Current Situation](https://image.www.ipros.com/public/product/image/2098442/IPROS2268101286713274971.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank negotiations.
We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 40] Performance Preceding Management for Achieving Goals](https://image.www.ipros.com/public/product/image/2098442/IPROS12124028597141536692.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.
![[Management Column Vol. 45] Subdividing Management Units to Engage in Profitable Activities](https://image.www.ipros.com/public/product/image/2098442/IPROS13569258011690952606.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide information that serves as decision-making material for managers, ranging from reading monthly financial statements, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 50] 5S Activities for Improving Corporate Structure](https://image.www.ipros.com/public/product/image/2098442/IPROS15573347688053165287.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the fields of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.
![[Management Column Vol. 52] Considering the Redesign of Management Distortions and Strategies for Combat](https://image.www.ipros.com/public/product/image/2098442/IPROS6095709384096559203.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 53] What is the Perspective of Continuous Improvement?](https://image.www.ipros.com/public/product/image/2098442/IPROS6508021696544196143.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, engaging in dialogue with banks, to organizational restructuring and business succession.
![[Management Column Vol. 57] Formulating a Management Plan in Times of Emergency](https://image.www.ipros.com/public/product/image/2098442/IPROS6687914842402071872.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 58] Three Perspectives for Creating a Living Business Plan](https://image.www.ipros.com/public/product/image/2098442/IPROS8776129793449448815.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank negotiations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 59] Business Strategy is About Choice and Focus](https://image.www.ipros.com/public/product/image/2098442/IPROS16032347111654191328.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 61] What are the 4Cs of Basics and Growth?](https://image.www.ipros.com/public/product/image/2098442/IPROS15293324435083696872.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 63] Three Realities, Three Immediate Actions, and Three Thorough Approaches for Improving Corporate Structure](https://image.www.ipros.com/public/product/image/2098442/IPROS7669298514764651680.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide information that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, to organizational restructuring and business succession.
![[Management Column Vol. 66] Factors Preventing PDCA from Functioning](https://image.www.ipros.com/public/product/image/2098442/IPROS3403198835170615814.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 67] Policy Meeting on the Theme of Five Demons](https://image.www.ipros.com/public/product/image/2098442/IPROS6997307884118750249.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and banking relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balance sheets, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 69] Solutions to Changes in the Management Environment](https://image.www.ipros.com/public/product/image/2098442/IPROS14690639933353196027.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balance sheets, dialogue with banks, organizational restructuring, to business succession.
![[Management Column Vol. 70] Proactive Management and Speed Create a Black Font Culture](https://image.www.ipros.com/public/product/image/2098442/IPROS7614596903280483752.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the knowledge he has accumulated in the field of business revitalization, management improvement, and bank negotiations.
We provide content that serves as decision-making material for managers, ranging from reading monthly trial balances, discussions with banks, organizational restructuring, to business succession.
![[Management Column Vol. 75] Shift in Thinking and New Business](https://image.www.ipros.com/public/product/image/2098442/IPROS9866782722040280663.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
The related link this time is "The Reasons Executives Do Not Act for Overall Optimization." The content, which involves the president showing the policy and criteria for judgment, and supporting execution by delegating roles and authority to executives, connects to the idea of "working together until the person in charge becomes independent, even after deciding on a new business."
![[Management Column Vol. 76] The Strategy of Discarding](https://image.www.ipros.com/public/product/image/2098442/IPROS13746282681110256855.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
This "strategy of abandonment" is not merely about cost reduction; it involves withdrawing from unprofitable businesses based on assessments of profitability, funding, and future potential, and redirecting management resources to growth areas. The related column provides articles that encourage further concrete consideration of the "strategy of abandonment."
![[Management Column Vol. 79] Having a Sense of Ownership](https://image.www.ipros.com/public/product/image/2098442/IPROS11507997005303298576.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, sharing insights accumulated in the field of business revitalization, management improvement, and banking relations.
This time, the theme is "awareness of being a stakeholder," and the related column I chose is "Are Executives Becoming Critics? How Small and Medium Enterprises Can Break Free from 'CEO Dependency'." It begins by stating that "executives are not the ones who explain the results, but rather the ones who take action first to change the results," and further emphasizes the importance of clarifying responsibilities, authority, and deadlines to foster a sense of ownership.
![[Management Column Vol. 80] The Meaning of Formulating a Medium-Term Management Plan](https://image.www.ipros.com/public/product/image/2098442/IPROS14519721007393502924.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the fields of business revitalization, management improvement, and bank relations.
In this related link, we explain the medium-term management plan as a blueprint for taking proactive measures by breaking it down into current issues, specific strategies, responsible parties, and deadlines, rather than viewing it merely as numerical targets, while also monitoring the gap between the plan and actual results. Please refer to it as well.
![[Management Column Vol. 83] Seriously Considering the Nature of the Company](https://image.www.ipros.com/public/product/image/2098442/IPROS14457849294037107976.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
The related link this time is "What you want to organize early to avoid a sudden business succession." This article discusses how to articulate the values and vision that the company has cherished and connect them to the roles, actions, and judgments of employees. Please use this as a reference when considering how to pass on the philosophy and vision of the company to the next generation, based on the idea that "the company is a place for developing people."
![[Management Column Vol. 89] Gross Profit is the Key to Corporate Competitiveness](https://image.www.ipros.com/public/product/image/2098442/IPROS1816459783669289158.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
The related link this time is "Is it possible to have increased sales but no profits? Common causes in companies with declining gross profit margins." The article also discusses "gross profit margin as a barometer of a company's competitiveness," covering aspects such as a discounting culture, product strength, pricing decisions, and added value through proposals and information. Please take it as a reference.
![[Management Column Vol. 90] Is the Management Cycle in Motion?](https://image.www.ipros.com/public/product/image/2098442/IPROS15770722527412338003.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
The related link this time is "How successful companies conduct meetings: Organizational reforms for 'execution' that small and medium-sized enterprises should undertake." The article also states that the key points for implementing the PDCA cycle are to confirm the gap between results and goals, narrow down the causes, and decide on "who will do what by when," followed by a confirmation of execution in the next meeting.
![[Management Column Vol. 94] Leaders Should Look Ahead](https://image.www.ipros.com/public/product/image/2098442/IPROS7670173291737391012.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank relations.
The related link this time is "Are Executives Becoming Critics? How Small Businesses Can Break Free from 'CEO Dependence'." This article explains the importance of executives themselves identifying problems, deciding on the next actions, and executing them, rather than listing reasons for inability. This aligns with the assertion that "leaders look ahead and think about how to make it possible."
![[Management Column Vol. 96] Conditions for Change Leaders](https://image.www.ipros.com/public/product/image/2098442/IPROS17345951749902917249.jpg?w=280&h=280)
This is a column written by our representative, Kazuaki Sawada, detailing the insights he has accumulated in the field of business revitalization, management improvement, and bank negotiations.
The related link this time is "For CEOs Tired of Financial and Organizational Worries—Four Perspectives to Organize Anxiety and Decide on the Next Step." This article explains that business leaders should not run away from anxiety and difficulties, but instead change their own actions and share their vision with their employees. This particularly relates to the Venture (spirit of challenge) and Vitality (ability to inspire positivity in others) aspects of the "Change Leader's 3Vs."
![[Column] ➃-➀ The Background of Small and Medium-Sized Enterprises' Presidents as a Race](https://image.www.ipros.com/public/product/image/2d2/2001192349/IPROS29865517723026900462.png?w=280&h=280)
I would like to introduce a column article.
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.
![[Column] Growth Trajectory of Small and Medium Enterprises 1: From Birth to Rapid Growth Period](https://image.www.ipros.com/public/product/image/0c4/2001411157/IPROS66478888988168930631.png?w=280&h=280)
I would like to introduce a column article.
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.
![[Column] The Increase in Work is the Essence of Corporate Growth](https://image.www.ipros.com/public/product/image/660/2001411173/IPROS59572693118580171886.png?w=280&h=280)
I would like to introduce a column article.
Isn't this kind of thing happening in your company, where the company is growing and the number of employees is increasing? The essence of corporate growth is the increase in work. It is not that the company grows because the number of employees increases; rather, the company grows because the amount of work increases. If new people can immediately handle the company's tasks, there wouldn't be a problem, but they cannot do so right away. While the number of new employees increases, the upper management is too busy to provide training. However, since the number of employees is increasing, the workplace becomes chaotic, and work becomes concentrated on a few individuals, making them busier than before. A representative example of this is the manager. Managers ideally want to lead their teams, but due to a lack of manpower and being busy, they tend to get stuck in the day-to-day operations. As a result, it creates a vicious cycle, and the playing managers become exhausted. This situation is actually a phenomenon that is more pronounced in companies that are experiencing growth. In other words, while the company may appear to be growing, the reality is that the number of players is increasing, and the workplace is in a state of chaos like a kite with a broken string. Because there is no system to control people and teams, the workplace is functioning like a collection of individual shops.
