Management Consulting Product List and Ranking from 153 Manufacturers, Suppliers and Companies

[Management Column Vol. 74] Choosing Products, Developing People, Managing Money

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.

This time, the related links summarize the three principles of "product selection, talent development, and financial management," conveying what business owners should reconsider in each area. The content reviews the selection of businesses, organizational execution capabilities, and cash flow as an integrated whole, allowing for a deeper exploration of these three elements.

Company：コンサルティング・ネットワーク
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[Management Column Vol. 78] Requirements for Surviving in an Era of Great Confusion

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 time's related link is about how to create and utilize a management plan. It's "proactive management" to avoid it being just a pie in the sky. It involves translating future goals into specific action plans and taking the initiative while checking progress within the organization. Please use it as a reference.

Company：コンサルティング・ネットワーク
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[Management Column Vol. 81] The Difference Between Organizational Management and Collegial System

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.

The related article this time is "The Reasons Executives Do Not Act for Overall Optimization." It explains the importance of sharing the company's direction and decision-making criteria, considering the limitations of having the president run the company alone, and empowering executives with authority and execution responsibility. Please refer to it as well.

Company：コンサルティング・ネットワーク
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[Management Column Vol. 84] What is a Mystery Shopper?

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 "Breaking Free from Rough Estimates." This article discusses the approach of quantifying the field from the perspectives of not only finance but also "customers, business processes, and human resources," and connecting it to improvement actions.

Company：コンサルティング・ネットワーク
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[Management Column Vol. 85] What Does It Mean to Fulfill Performance Responsibility?

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.

The related link this time is "The Reasons Executives Do Not Act for Overall Optimization." The article mentions "the gap in direction with the top," "a critic's mentality," "considering profits and the future as a department manager," and "the balance between offense and defense, reality and ideals," highlighting the concept of "from department head to department manager."

Company：コンサルティング・ネットワーク
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[Management Column Vol. 92] Basics of Office Work for Administrative Positions

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 "Companies with labor shortages suffer from wasted administrative work eating into profits - Eliminating 'searching, asking, and hoarding' for indirect business improvement." This article explains methods to eliminate waste in administrative tasks such as document organization, information sharing, and standardization of operations, thereby enhancing the quality and efficiency of work. This content is directly connected to the "fundamentals of administrative work."

Company：コンサルティング・ネットワーク
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[Management Column Vol. 97] The Hypothetical Power of Leaders

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.

This time's related link is "How Successful Companies Conduct Meetings: Organizational Reforms for SMEs to Implement." The focus this time is on analyzing the root causes of problems, formulating hypotheses, and executing and verifying countermeasures. The related articles discuss methods for embedding the process of identifying issues, determining specific measures, and confirming results after implementation within the organization, which is quite helpful.

Company：コンサルティング・ネットワーク
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Global Management Consulting Services

Supporting the formulation of future strategies! Consulting that leverages the experience and worldview of a global entrepreneur. [Free resource for business owners]

"Global Management Consulting Services" is a global transformation consulting aimed at shifting the focus from traditional management rooted in the mature Japanese market to a more balanced approach that anticipates growth in the global market. We will provide support by offering AI (artificial intelligence) and IT literacy as key future considerations. We will assist in the development of business models, business plans, and strategies for starting global management. [Features] ■ Committed to significantly contributing to the client's business development and problem-solving ■ Consulting that leverages three experiences and a global perspective as a global entrepreneur ■ Introduction of renowned guests from around the world every month ■ Clear organization of specific strategies and a defined path for transformation to break free from the high-context culture and consensus habits of Japanese companies *For more details, please refer to the PDF document or feel free to contact us.

Company：グレディス
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[Column] ➃-➂ Small and medium-sized enterprise presidents are judgmental and outspoken.

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■Business leaders value perseverance and the basics They are persistently vocal. Whenever they see their employees, they repeatedly discuss fundamental matters. - Keep promises to customers - Greet properly - Do not cause trouble for others - Keep time, and the list goes on. They constantly consider the balance of being a reasonable person, which makes them particular about etiquette and morals, and they absolutely hate being lied to or promises being broken. ■Business leaders are people who judge black and white Small and medium-sized enterprise leaders have developed their own coping mechanisms. They do not view struggles as struggles, train themselves to not show it, learn ways to alleviate feelings of loneliness, and have ingrained the ability to accept both good and bad. Business leaders are those who make black-and-white judgments. However, there are also gray areas where it is better not to make a judgment or where judgment cannot be made. Various things happen. Even if they understand intellectually, there are many things they do not want to accept emotionally. At such times, they may resort to drinking to vent. If they always rely on alcohol, it will harm their health. Therefore, they learn to navigate life naturally.

Company：マイスター・コンサルタンツ
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[Column] 5 Small businesses are organizations full of "no's."

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An organization is a group of individuals who share the same mindset, aiming to share goals, devise strategies for implementation, and act according to individual roles based on rules and standards. Most organizations are cohesive because they are composed of people with similar values. However, small and medium-sized enterprises (SMEs) are an exception. SMEs can be likened to a "human zoo." While people happen to work in the same workplace, their values may differ significantly, their goals may be scattered, and they may be uncertain about the direction they should take. It is a collection of various individuals, resembling a human zoo. SMEs are characterized by a lack of people, resources, money, and management—essentially a state of deprivation. Furthermore, they operate under a system where individuals often take on multiple roles, which prevents a deep exploration of the organization's functions, leading to daily struggles. The structural balance of the organization is disrupted, making it difficult to accomplish even the most basic tasks. Although they are working hard, the way they are exerting effort is misaligned, resulting in outcomes that do not meet expectations. The foundation of SMEs is thus fragile. Due to this weak foundation, SMEs operate with chronic issues, managing the company while grappling with various ailments.

Company：マイスター・コンサルタンツ
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[Column] 1. Building the management skills required of executives

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■Just as there is technology in manufacturing, there is also technology in management. Small and medium-sized enterprises, which are directly affected by external environmental influences, must build management skills; relying solely on the president's motivation and effort will not suffice. It is essential to break free from ad-hoc management and create rules, standards, and systems to generate profits, which is the essence of management technology. The motivations for becoming a manager vary from person to person. However, the fact remains that they are currently managers. A manager is the person responsible for operating an organization that has its own unique purposes and goals through economic activities, having chosen a specific industry or region. ■The Technology of Management When considering the work of a manager, it is not enough to have only the skills to sell products or to manufacture them. What is needed in addition to these is management technology. We, as small and medium-sized enterprises, have persevered by sweating from our bodies, squeezing wisdom from our brains, and pouring out passion from our souls, believing in a prosperous tomorrow, chasing our dreams, and growing. The royal road of management is to continue to thrive, with both good times and bad. The difference in management technology possessed by a company determines how long it can maintain good conditions and how quickly it can detect and escape from deteriorating situations.

Company：マイスター・コンサルタンツ
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[Column] Why Do Employees Depend Too Much on the President?

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This is because the value judgment criteria of the management are not instilled in the employees. It superficially resembles the separation of parents and children, but the parent-child relationship eventually evolves into mutually independent individuals. However, employees tend to be overly dependent on the president for too long. In a parent-child relationship, independence is fostered by teaching the adult standards of value judgment, behavior, and conduct. However, in small and medium-sized enterprises, there is a lack of ingenuity in transplanting the management's value judgment criteria to the employees. For example, when it comes to discussing management figures, many do not understand the meaning of the numbers and cannot utilize them. As a result, they distance themselves from the figures, and particularly in terms of cash flow, there are too many companies that are 100% dependent on the president. Because they do not know how to make judgments, they end up seeking the president's opinion. The ultimate decision-maker in the company is the management, and by having many employees understand the management's value judgment criteria, they will be able to make their own judgments. This will reduce their dependence on the president. It is not that employees in small and medium-sized enterprises lack ability and cannot do things; rather, it is simply that they have not done it before, which is why they cannot do it now. The abilities we ordinary people possess are not significantly different.

Company：マイスター・コンサルタンツ
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[Column] Growth Trajectory of Small and Medium Enterprises 2: Stability Period

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■Stabilization Period When viewed in terms of sales, the stabilization period shows about 500 million yen for manufacturers, around 1 billion yen for wholesalers, and about 700 million yen for retailers. Entering the stabilization period brings two significant changes within the company. The first is the ability to begin comparing with the previous year. The second is that management starts to distance itself from the operational front lines. In small and medium-sized enterprises, the president leads from the front, driving growth. However, once in the stabilization period, it becomes necessary to have a factory manager to oversee production or a sales manager to handle sales. As a result, management must shift its focus from day-to-day operations to organizational management and steering the company. The number of employees also grows from 10 to 20, and from 20 to 30. It becomes difficult for the president to remain the top person on the ground indefinitely. The president must shift gears to focus on management tasks. In other words, without building management skills suited to the company, further growth cannot be expected.

Company：マイスター・コンサルタンツ
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[Column] Growth Trajectory of Small and Medium Enterprises 5: Expansion Growth Phase

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■Expansion Growth Phase The expansion growth phase refers to a company that has broken through the billion barrier and aims for three billion. It actively promotes multifaceted development centered around the power of its management. This multifaceted development involves the expansion of branches, stores, and areas. Therefore, it is inevitable that gross sales will increase. However, when growing from one billion to three billion, it is often the case that the internal structure of the company does not keep pace. Inevitably, a tendency for "expansion" precedes the growth phase. In cases aiming for three billion, the company lacks the elements of a strong strategy, such as the gold, silver, rook, and bishop in shogi, leading to a "king and pawn management style." If the king stumbles, everyone falls, which creates instability; however, on the other hand, there is also momentum as a company. If the current president is thinking, "My company is currently at eight billion, and I want to somehow break through ten billion," then as a manager, they must challenge themselves in their role as a leader.

Company：マイスター・コンサルタンツ
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[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

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■Growth Trajectory from Expansion Growth Phase As we enter the expansion growth phase and aim to become a 10 billion company, we transition into the enhancement growth phase. The enhancement growth phase is characterized by a system that enables us to aim for a 10 billion company through multifaceted development and the introduction of multifunctionality. To surpass 5 billion and aim for 10 billion, it is crucial to expand the content of our multifaceted development and multifunctionality. Enhancement means "to broaden and enrich the content." Without enriching this content, we cannot become a 10 billion company. The growth speed of a company is certainly faster than that of individuals. However, the key is how to eliminate this speed difference. During this period, we must shed the "management style of the king and the pawn" and give birth to "executive managers." The growth trajectory of small and medium-sized enterprises is from the birth phase to the enhancement growth phase. ■A Good Company is One that Continues to Prosper Your company may have dreams and visions such as "I want to surpass 1 billion," "I want to surpass 3 billion," or "I want to surpass 5 billion." On the other hand, it is also a valid perspective to say that our company is fine at 700 million. A company is not considered good simply because it is large, nor is it bad because it is small. A good company is one that continues to prosper.

Company：マイスター・コンサルタンツ
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[Column] The Density of Interaction Between the President and Employees is a Factor in Company Growth

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Through 30 years of management consulting activities, I have discovered several absolute laws necessary for company management, one of which is that companies where the president spends a lot of one-on-one time with employees will definitely grow. One-on-one interaction with employees means personal interviews, discussions about sales and field trends, and educational initiatives from the president. Recently, I had the opportunity to attend a management plan presentation for a certain company. When they first started holding these presentations 16 years ago, the company had 60 employees, and it has now grown to 250 employees. This time, the presentation was held at the same venue as 16 years ago, returning to the original point. Sixteen years ago, the president was the sole focus, managing like a king and a pawn. In this presentation, there were several main figures (executives) who confidently presented, showcasing the growth of the organization. Thanks to the efforts of the president, executives, and employees, the company has significantly grown. The president of this company also values interaction with employees, creating time for it, and holds study sessions for employees regardless of weekends. *For more details on the column, please refer to the related links. Feel free to contact us for more information.*

Company：マイスター・コンサルタンツ
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[Column] Conveying the Spirit of Entrepreneurship 1: The Spirit of Entrepreneurship is Always Right

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In the founding period of a company, there are no customers, relationships, facilities, goodwill, or employees as we know them today. In other words, starting from a situation filled with "nothing"—no people, goods, money, achievements, or trust—is a commonality of the founding period throughout history and across cultures. The only thing that one could possess during this time was a "determined rhythm" of wanting to please customers and working hard with a single-minded focus. This determination transformed into enthusiasm and sincerity, allowing the company to overcome various challenges and grow into its current form. Furthermore, companies that inherit the baton from their predecessors cherish and pass down the family teachings, business principles, and lessons that have been handed down through generations. The spirit of entrepreneurship remains correct over time, and when a company forgets this spirit, it loses its direction, leading to various management issues. The struggles and stories from the founding period are often unknown to current employees, making it very important to understand the origins that shaped the present state and content of the company. Knowing this history helps in understanding the values, corporate philosophy, and life perspectives of the management, which contributes to the unification of values as corporate and professional individuals. *For more detailed content of the column, please refer to the related links. For further inquiries, feel free to contact us.*

Company：マイスター・コンサルタンツ
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Organizational Development Consulting Services

We take pride in our consulting for building organizations that achieve results!

Our company offers organizational consulting services that can solve issues many businesses face as they grow, such as "ineffective internal reporting, communication, and consultation" and "while company performance is improving, the internal atmosphere is poor," and help translate these solutions into results. This service is linked to actual projects being conducted within the company, allowing participants to learn knowledge and skills while addressing the challenges necessary for project success. This approach simultaneously achieves "improvement in employees' decision-making abilities," "alignment of organizational and employee vectors," and "enhancement of mutual communication skills among employees," leading to tangible results. Please feel free to contact us if you have any inquiries. 【Service Details】 ■ Project Achievement-Based Team Building Consulting ■ Training for Executives and Leaders ■ Consulting for Developing Personnel Evaluation Systems *For more details, please feel free to contact us.

Company：ピースマネジメント
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Management consulting services

We will make the challenges faced by managers visible and lead them to solutions!

We offer a wide range of "management consulting services" that can address everything from fundraising advice to labor issues. With the know-how accumulated from years of experience, we will guide you in solving your management challenges. Please feel free to contact us first. 【Services】 ■ Financial and Banking Sector ■ Human Resources and Labor Sector *For more details, please download the PDF or feel free to contact us.

Company：ピー・アンド・ヴァック
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Accounting Agency
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[Web Seminar] It's time to take the next step against COVID!

Companies need to prepare for adaptation to the new world, such as avoiding the three "densities" in order-based businesses! Introduction to past seminars!

The Management System Research Institute, Inc. held the "Aha! Seminar Web No. 86-89: It's Time to Take the Next Step After Corona!" from July to October 2020. In "Avoiding the Three 'Crowds' in Custom Order Companies," we explained modular design techniques to prevent the collapse of the technical department over four sessions, using case studies. We discussed the shape of the new era and strategies for growth and development within it. [Seminar Content (Excerpt)] ■ It's Time to Take the Next Step After Corona! - The Post-Corona World for Manufacturing Companies ■ Avoiding the Three 'Crowds' in Custom Order Companies ■ Q&A & Greetings *For more details, please refer to the PDF materials or feel free to contact us.

Company：経営システム研究所
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Digital Sales Channel Development Seminar

Turn the post-COVID era into an opportunity! We will provide tips for your company's sales activities.

This seminar is an online event aimed at strengthening the "market development capabilities" utilizing digital technologies, which have become essential for "manufacturing companies" in response to the COVID-19 pandemic. Experts in digital marketing will provide insights into your company's sales activities through case studies. Please feel free to contact us if you have any inquiries. 【Seminar Overview】 ■ Session 1: What are the most important factors in market development? ■ Session 2: Methods for market development using digital marketing ■ Session 3: The use of advanced video and its effectiveness *For more details, please refer to the PDF document or feel free to contact us.

Company：マインズコンサルティング
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Knowledge provision + action-oriented training services

Can efficiently and equitably advance learning for large groups.

Our company provides knowledge and action-oriented training by combining lectures from instructors with experiential learning to deepen understanding and encourage behavioral change through personal reflection. We stand out among training companies that primarily focus on theoretical learning by incorporating a hands-on approach to learning. 【Benefits】 ■ It is efficient. ■ It is easily applicable to online training. *For more details, please contact us.

Company：キャンドゥー
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Product Development and Product Planning Management Consulting Services

Leave your product strategy to us.

Our company offers management consulting services for product development and product planning. By conducting interviews with potential customers, we define the sales target and support the creation of products that resonate deeply with a specific customer base. While working closely with our clients, we clarify the target to the extent that we can visualize the customer, sharpening the product accordingly. [Consulting Services] ■ Industry and competitor research ■ Concept design ■ Customer analysis ■ Product strategy formulation *For more details, please download the PDF or feel free to contact us. *We are unable to respond to inquiries by phone, so please refrain from calling.

Company：Pro-D-use
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IT Advisor Service

Adopting the ultra-fast development/maintenance environment of Sapiens to contribute to our customers' innovation.

Our company offers IT advisory services to support our clients in improving their management. In addition to clients in the manufacturing and distribution industries, we leverage our experience to assist clients in the insurance sector as well. With extensive experience and high-level skills, we have been supporting the adoption of Sapiens for our clients. For large projects, we utilize Sapiens, and for small and medium-sized enterprises, we are ready to address any concerns you may have. Please feel free to contact us. 【Service Contents】 ■ Contracted development projects ■ Analysis and design support ■ System development - Development of large projects using Sapiens, problem-solving for small and medium-sized enterprises using Access ■ T-transformation problem-solving service ■ IBM partner, Microsoft Silver Partner, Otsuka Corporation partner *For more details, please download the PDF or feel free to contact us.

Company：東條経営科学研究所
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Cosmetic OEM Planning: How to Sell General Cosmetics

OEM Planning for Cosmetics: Introducing How to Sell General Cosmetics!

The online salon for the Pharmaceutical Affairs Mail Order University originally scheduled for April 11 (Friday) at 1 PM has been rescheduled to April 18 (Friday) at 1 PM. I am thinking of discussing "Product Development Utilizing Pharmaceutical Affairs - How to Sell General Cosmetics." Would you like to advertise at Omotesando Station? An opportunity has arisen for the illuminated advertisements at Omotesando Station, where fashionable people from all over Japan gather, leading to a competitive environment. *You can view the detailed content of the article through the related link. For more information, please download the PDF or feel free to contact us.

Company：RCTジャパン
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Safety and consumables
Management Consulting

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[AI Pharmaceutical Buddy] No limit on the number of companies! Compliance with cannabis laws and functional food labeling.

It has been approved to reuse IDs and passwords within the company, so up to 50 questions per month can be used by anyone.

I changed the SR of the functional food Kersefit to PRISMA2020. It has been about 65 days since I submitted the notification, but I still haven't received a response from the Consumer Affairs Agency. When I asked AI Yakuki-kun, "How many days does it take to receive a response after submitting a notification for functional foods?" he said that typically, the Consumer Affairs Agency will confirm the notification materials within 60 business days. In cases where the functional ingredient is new and has no prior notification record, and the Commissioner of the Consumer Affairs Agency recognizes that confirmation will particularly take time, it will be confirmed within 120 business days as an exception. In other words, excluding weekends and holidays, it is 60 days. *For more detailed information, you can view it through the related link. For more details, please download the PDF or feel free to contact us.

Company：RCTジャパン
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[Customer Interview] Japan Software Development Co., Ltd. Chairman of the Board

We asked about concerns regarding a decrease in operational efficiency when implementing TMS!

An interview was conducted with the Chairman of Japan Software Development Co., Ltd. regarding the introduction of TMS. We asked whether there were any concerns about the decrease in operational efficiency (time spent on direct work) during the six months (6 hours × 12 sessions) when implementing TMS, such as the TMS Level 3 program. *The detailed content of the interview can be viewed via the related link. For more information, please feel free to contact us.*

Company：豊田マネージメント研究所
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An era where AI conceptualizes value propositions and strategies.

A detailed explanation of the new value creation mechanism depicted by the meaning network!

Generative AI has garnered attention for its outputs such as text and image generation, but its potential is now expanding into the realm of business strategy. What we have built is a "group of AI agents that recommend strategies and value propositions." This system goes beyond partial analysis by AI and consistently constructs the entire strategy and value creation process itself. *For more details, you can view the related links. Please feel free to contact us for more information.*

Company：サステナブル・イノベーションズ
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Management Consulting

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Practical Consulting: Examples of Consulting

Introducing a selection of companies for which we have actually conducted consulting activities as case studies.

At Techno Management Research Institute, we have provided reliable results in approximately 3,000 business locations so far. All of our consultants have extensive practical experience in companies and will achieve results through close guidance tailored to your company. We would like to introduce a selection of companies for which Techno Management Research Institute has actually conducted consulting activities as case studies. For more details, please contact us or refer to our catalog.

Company：テクノ経営総合研究所
Price：Other

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Management Consulting

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Management Consulting Product List and Ranking from 153 Manufacturers, Suppliers and Companies | IPROS

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