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Business Management Consultingの製品一覧

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Corporate Advisory System

Corporate Advisory System

Establishing a third-party committee as backup! Resolving potential future risks through an advisory system.

Our company offers a "Corporate Advisory System" backed by expert teams in various fields. We resolve your long-standing issues and potential future risks through our advisory system. We have partnerships with over 70 specialized law firms in various fields (including legal checks and legal judgments), and we have many advisors who are former police officers, including former police chiefs and superintendents. [Main Areas (Excerpt)] ■ Ongoing Risk Management - Litigation issues (civil, criminal, inheritance) - Employee and executive issues - Free introductions to lawyers and former police officers - Establishment of third-party committees *For more details, please refer to the PDF document or feel free to contact us.

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[Column] The Essential Reason Why Changing Orders from Morning to Evening is Indispensable for Small and Medium-Sized Business Owners

[Column] The Essential Reason Why Changing Orders from Morning to Evening is Indispensable for Small and Medium-Sized Business Owners

An explanation of the frequent changes that small and medium-sized business owners should implement without hesitation! *Financial risk assessment materials are currently being offered!

"Morning orders, evening changes" is a phrase that is often heard. It is commonly used to describe the characteristics of the words and actions of a leader, especially one who leads a group. The basic meaning is that "what is said in the morning is different from what is said in the evening. Therefore, it is unstable and unreliable." In this era, "morning orders, evening changes" should be recognized as an essential quality for business leaders, particularly for small and medium-sized enterprise (SME) managers. I am convinced that in advancing our company's management, we should make changes without hesitation to correct our course more quickly than any of our competitors. However, simply changing what is said without thought will only increase confusion within the organization, making course correction impossible. What is needed here is a management plan, specifically a medium-term five-year plan and an annual plan. *For more details on the column, please refer to the related link. *For more information, please check the PDF materials or feel free to contact us.

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[Column] Growth Trajectory of Small and Medium Enterprises 2: Stability Period

[Column] Growth Trajectory of Small and Medium Enterprises 2: Stability Period

I would like to introduce a column article.

■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.

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[Column] Growth Trajectory of Small and Medium Enterprises 5: Expansion Growth Phase

[Column] Growth Trajectory of Small and Medium Enterprises 5: Expansion Growth Phase

I will introduce a column article.

■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.

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An era where AI conceptualizes value propositions and strategies.

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.*

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

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

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.

  • Employee training
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  • Business Management Consulting

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