Management Consulting Product List and Ranking from 76 Manufacturers, Suppliers and Companies | IPROS

Last Updated： Aggregation Period:Jun 10, 2026～Jul 07, 2026
This ranking is based on the number of page views on our site.

Management Consulting Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Jun 10, 2026～Jul 07, 2026
This ranking is based on the number of page views on our site.

  1. MagiTech Tool Lab Tokyo//Information and Communications
  2. あおいFAS Osaka//others
  3. ジャストコンサルティング Osaka//others
  4. 4 エルシーアール Tochigi//Service Industry
  5. 4 こころ Osaka//Service Industry
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Management Consulting Product ranking

Last Updated： Aggregation Period:Jun 10, 2026～Jul 07, 2026
This ranking is based on the number of page views on our site.

  1. MagiTech Tool Lab Inc. Service Introduction MagiTech Tool Lab
  2. Management consulting services あおいFAS
  3. Management consulting services こころ
  4. Consulting services for entering the South Korean market 麻布スリーエーコンサルティング Azabu AAA Cnsulting LCC
  5. 4 Management consulting services サイエス

Management Consulting Product List

91～119 item / All 119 items

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[Management Innovation Seminar] Improving Cost Competitiveness: Innovation in Manufacturing for Competitive Advantage

[Management Innovation Seminar] Improving Cost Competitiveness: Innovation in Manufacturing for Competitive Advantage

Structural transformation for strengthening corporate resilience and enhancing profitability.

In the rapidly changing business environment, manufacturing companies are facing a harsh management landscape due to intensifying cost competition with overseas companies and the demands for high quality and short delivery times from customers. Moving forward, in an uncertain and unclear future, it is essential to differentiate from competitors, provide new added value to customers, and secure profits in order to continue manufacturing in Japan. This seminar will specifically explain how to advance the necessary innovations in manufacturing management.

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Building non-imitable technological capabilities that create value.

Building non-imitable technological capabilities that create value.

Once again, made in Japan! The creation of meaningful value increases the value of products and the company itself!

To create products and services in the manufacturing industry, strengthening the technological capabilities that are the company's strengths is essential. However, broadly speaking, technological capability encompasses various meanings. This document provides a detailed explanation of building non-imitable technological capabilities that generate value. It includes a comparison of the contributions of two technologies to competitive advantage, an overview and role of "cumulative technology," and the most important points for strengthening organizational capabilities. Please feel free to download and read it. 【Contents】 ■ Two non-imitable technologies in manufacturing ■ Comparison of the contributions of the two technologies to competitive advantage ■ What is cumulative technology? ■ What is the role of cumulative technology? ■ Functional value and semantic value (hypothetical examples) ■ The most important points for strengthening organizational capabilities ■ Our strength: management by philosophy *For more details, please refer to the PDF document or feel free to contact us.

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[Column] ➃-➂ Small and medium-sized enterprise presidents are judgmental and outspoken.

[Column] ➃-➂ Small and medium-sized enterprise presidents are judgmental and outspoken.

I would like to introduce a column article.

■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.

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[Column] 5 Small businesses are organizations full of "no's."

[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.

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[Column] 1. Building the management skills required of executives

[Column] 1. Building the management skills required of executives

I will introduce a column article.

■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.

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[Column] Why Do Employees Depend Too Much on the President?

[Column] Why Do Employees Depend Too Much on the President?

I would like to introduce a column article.

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.

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

I would like to introduce a column article.

■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.

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[Column] The Density of Interaction Between the President and Employees is a Factor in Company Growth

[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.*

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[Column] Conveying the Spirit of Entrepreneurship 1: The Spirit of Entrepreneurship is Always Right

[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.*

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Management consulting services

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.

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[Web Seminar] It's time to take the next step against COVID!

[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.

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Digital Sales Channel Development Seminar

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.

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Human Resource Management Equation: Definition of Business

Human Resource Management Equation: Definition of Business

Explaining the definition of the business, which serves as the starting point for setting "management goals"!

For a company to grow sustainably, it means hiring people, creating customers, and continuously achieving results. To do this, it is necessary to have a vision for the organization, a perspective on the future, and a strong belief in the organization's mission. In short, you must seriously consider "why and for what purpose you are managing the company" and "under what outlook you want to shape the company," and you need to articulate a direction that can resonate with those around you using your own words and numbers. *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: Marketing and Innovation

Human Resource Management Equation: Marketing and Innovation

An explanation of marketing and innovation as fundamental strategies!

To achieve management goals, specific decision-making on where and how to concentrate management resources such as personnel, equipment, and funds is required, along with concrete actions based on those decisions. The purpose and mission of the business serve as the most fundamental guidelines, acting like a map to the destination. However, having a map does not guarantee reaching the destination. More specific goals and strategies or methods are needed for the members of the organization to align and concentrate their efforts. *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] Individual Self-Goal Management

[Human Resource Management Equation] Individual Self-Goal Management

An explanation of "self-goal management" for each employee who embraces organizational goals and takes initiative in their actions!

Self-goal management refers to the process where individuals set their own goals and pursue and manage their progress independently. However, even though it is called self-goal management, one should not simply allow individuals to set their own goals without guidance. If this is done, each person may end up setting goals based solely on what they consider important in their own minds. Even if everyone works hard to achieve their own set goals, it does not guarantee that the organization's goals will be met, and it may even lead to contradictions and friction. *For more details, please refer to the related links. Feel free to contact us for further information.*

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IT Advisor Service

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.

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[Customer Interview] Japan Software Development Co., Ltd. Chairman of the Board

[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.*

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Practical Consulting: Consulting Q&A

Practical Consulting: Consulting Q&A

Introduction to frequently asked questions and answers about consulting.

Techno Management Research Institute has consistently provided practical consulting services that demonstrate achievement targets with actual values within the contract period since its establishment. We deliver tangible results through solving management issues such as cost reduction and lead time shortening. Here, we introduce frequently asked questions and answers about the consulting services of Techno Management Research Institute. For more details, please contact us or refer to our catalog.

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[Management Innovation Seminar] Internal Reform Focused on Made in Tohoku

[Management Innovation Seminar] Internal Reform Focused on Made in Tohoku

What to do? Diverse small-lot variable response, employment maintenance, creating a thoughtful workplace, cost revolution.

In this seminar, three experienced consultants from Tohoku will explain about manufacturing management that survives in Tohoku. We welcome participation from business owners and executives who have the following challenges: ★★★★ 1. We are working on human resource development, but it is not progressing well. We feel anxious about developing future executive candidates. ⇒ 'Human Resource Development' ★★★★ 2. The crisis awareness among management-level staff is low, and internal reforms are not progressing. ⇒ 'Strengthening Management Skills' ★★★★ 3. We cannot deny the current situation and are unable to break away from outdated methods and ways of thinking. ⇒ 'Awareness Reform and Internal Culture Reform' ★★★★ 4. We are struggling to respond to the demands for a wide variety of low-volume production and strict cost reductions, and we cannot stop the decline in profits.

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[Company Interview] Domestic Company (14) Mitsubishi Plastics, Inc.

[Company Interview] Domestic Company (14) Mitsubishi Plastics, Inc.

Mitsubishi Chemical Corporation - Successful Case Study of Manufacturing Reform

The impact of the Lehman Shock has led to sluggish sales, and the increasing inventory is putting pressure on cash flow. To promote proactive investment, an organization-wide inventory reduction project has been initiated. The goal of introducing consulting is speed! We interviewed the SCM promotion department, which oversees the reforms. (Excerpt from ASAP 2012 No. 1) For more details, please contact us or refer to the catalog.

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

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

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.

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[Column] The Increase in Work is the Essence of Corporate Growth

[Column] The Increase in Work is the Essence of Corporate Growth

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.

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[Column] Shedding the Rulebook for Managers

[Column] Shedding the Rulebook for Managers

I would like to introduce a column article.

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.

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

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

I would like to introduce a column article.

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.

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[Column] Companies with 50 to 100 employees are managing multifunctional development.

[Column] Companies with 50 to 100 employees are managing multifunctional development.

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The management style is a multifunctional development management. It is at a stage where efforts are being made to promote corporate scale expansion in terms of activities and to smoothly operate the internal management aspects as two wheels of the same vehicle. While expanding and growing through multifaceted development and the introduction of multifunctionality (such as multiple business divisions and headquarters systems), there is often a lack of staff functions, leading to a state of overall functional paralysis. There is a need to subdivide organizational functions, but responses to organizational management, such as work division, responsibilities, operation manuals, and the establishment of various regulations, are lagging behind. Additionally, there is a shortage of human resources to entrust key departmental roles, and the clash between those who struggle with organizational management and those who promote it creates a conflict between the old and the new, hindering the subdivision of organizational functions and increasing frustration for management. There is also an inability to deeply explore product composition and characteristics that should target specific markets and customer traits, resulting in delays in product development and exploration. Due to the lack of a management foundation to accommodate scale expansion, various turnover rates (such as accounts receivable and inventory assets) are deteriorating. Consequently, the liquidity of tangible assets is slowing down, but many companies are unable to grasp the underlying factors, leading to reactive responses. Since the "old" and "new" are clashing, if they do not successfully integrate, it could lead to a destruction of the organizational culture.

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Practical Business Planning for Small and Medium-Sized Enterprise Managers (Practical Course)

Practical Business Planning for Small and Medium-Sized Enterprise Managers (Practical Course)

Practical management plans for small and medium-sized business owners aiming to improve performance.

We offer a course that translates management plans into practice over five sessions. Creating and properly implementing a management plan is essential for achieving results in business. In this course, we will analyze and delve deeper into the content of the management plan, progressing through the following steps: "Extracting and visualizing the company's challenges," "Considering the organization to achieve results," "Developing the ability to analyze numbers as a manager," "Visualizing management," and "Designing management meetings," to help you acquire management execution skills. 【Target Audience】 ■ Business Owners ■ Executive Management ■ Successors of Companies *For more details, please download the PDF or feel free to contact us.

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Management consulting services

Management consulting services

We strongly support our customers' diverse businesses from the system and application perspective!

Our company offers "Management Consulting Services," where we provide consultations and proposals for advanced ICT implementation and FinTech solution integration. Additionally, we are particularly strong in overseas business and welcome inquiries regarding the global expansion of your products and services, as well as overseas ventures. Please feel free to contact us. 【Related Services】 ■Vietnam Expansion Support Services ■Translation Services *For more details, please download the PDF or feel free to contact us.

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Management consulting services

Management consulting services

Formulation of corporate value and human resource requirements. The essence of a company is not just its operations.

We provide management consulting services. Instead of looking at figures for a single year, we advise on how to operate a business strategically over multiple years (3 years or more). Furthermore, we guide you on how to create planning documents unique to weddings, which typically have a longer period from planning to generating profits. Please feel free to contact us if you have any requests. 【Service Contents】 ■ Development of multi-year plans ■ Guidance on management planning documents ■ Formulation of human resource requirements ■ Creation of corporate value *For more details, please download the PDF or feel free to contact us.

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How to Approach New Customer Development

How to Approach New Customer Development

The productivity of acquiring new customers has improved! The sales capability of the organization is enhanced.

Amid environmental changes such as population decline and intensified competition with overseas markets, the expected increase in orders from existing clients has not progressed as anticipated, making the development of new customers increasingly important. However, due to the impact of the COVID-19 pandemic, acquiring new customers has become more challenging than ever. In this training, we will consider methods for developing new customers and reviewing sales strategies for small and medium-sized enterprises to survive in the transitioning environment from "with COVID" to "after COVID," using our own company as a theme. [Features] - Improved productivity in acquiring new customers through efficient customer approaches. - The evolution of new customer acquisition from personal skills to organizational skills, enhancing the sales capabilities of the organization as a whole. - By objectively analyzing customer trends within the company, we will formulate hypotheses for new customer acquisition and develop an action plan tailored to our company. *For more details, please refer to the PDF materials or feel free to contact us.

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