村上経営コンサルティング List of Products and Services

In "90% of a Company's Future is in Its Financial Statements," practical knowledge that you can use immediately is explained simply. There is no need for complicated accounting terminology. To ensure that even beginners can understand, technical terms are minimized, and clear explanations are provided using concrete examples. Many business owners feel that after reading this book, they have become capable of correctly controlling their company's future using numbers. Even when sales are increasing, funds may not be growing. By learning the path to solving this troublesome issue through this book, you will gain the ability to steer your company's future more confidently. **Benefits** - Improved cash flow, avoiding unnecessary borrowing - Accurate understanding of the company's current situation, leading to more precise management decisions - Increased confidence in negotiations with banks and business partners - Realizing that "troublesome" financial management is actually simple - Freedom from cash flow anxiety, allowing you to focus on your core business *For more details, please refer to the related links or feel free to contact us.*

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Our company offers "Small M&A (Business Succession) Consulting." The program consists of two individual themes: "Seller Advisor (FA/Agent)" and "Buyer Advisor (FA/Agent)." If a solid business succession plan can be established ahead of time, the previous management can then focus solely on the smooth transition of management without any concerns. Please feel free to contact us when you need our services. 【Features】 ■ Solutions that reveal how to maintain the employment of employees who have worked with us for a long time. ■ Solutions that show how to avoid losing the important company we have built over the years. ■ Solutions that prevent passing on significant debts to our children. ■ Solutions that alleviate the anxieties of retirement as a previous business owner. *For more details, please refer to the PDF materials or feel free to contact us.

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We offer "Consulting for Strengthening Fundraising Capabilities." The likelihood of obtaining financing when you want to borrow has significantly increased compared to before. Additionally, if there is a person you would like to consider as a successor, it is possible to instill a managerial mindset during the process of building relationships with financial institutions. The program consists of five individual themes, all of which are closely related. Therefore, we recommend clarifying your company's issues in a consultation session before deciding on the themes. 【Five Individual Themes】 ■ Theme 1: Fundraising Support ■ Theme 2: Support for Accompanying Financial Institutions ■ Theme 3: Business Plan Preparation Support ■ Theme 4: Monthly Business Report Preparation Support ■ Theme 5: Financial Institution Development Support *For more details, please refer to the PDF materials or feel free to contact us.

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Our consulting menu provides the techniques for building and operating a "passionate business plan," and ensures that this system can operate autonomously within the company. A "solid financial foundation" means being completely free from the risk of cash shortages. It is a company that can be confidently handed over to successors with pride. Both the party handing over the management and the one receiving it are assured of their company's bright future. Creating as many such companies as possible is also our vision. If you feel the value of our consulting program, we strongly recommend starting with an individual consultation. 【Flow until the introduction of our consulting】 ■Step 1: Application for a free individual consultation ■Step 2: Provision of two years of financial statements ■Step 3: Conducting the free individual consultation ■Step 4: Signing the consulting contract *For more details, please refer to the PDF document or feel free to contact us.

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"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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One of the words that recent corporate executives are interested in is "deterioration of corporate value." Simply put, it means that due to corporate misconduct, the credibility of the company is lost, stock prices drop significantly, and as a result, the company's market capitalization is greatly reduced. When written this way, some small and medium-sized enterprise (SME) executives may think, "The deterioration of corporate value is limited to publicly listed companies and has nothing to do with us." However, that is a mistake. Stock prices are merely one measure of corporate value, and corporate value can be assessed using various other metrics. Therefore, even for SMEs, it is essential to be concerned about preventing the deterioration of corporate value. In other words, preventing the deterioration of corporate value is an important management issue that applies not only to publicly listed companies but also to all companies, including SMEs. *For more details, you can view the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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In the capitalist society we live in, the terms "sales supremacy" and "profit supremacy" are treated as if they are the common language. Looking at this situation from a different perspective, there is a clear trend that "inefficiency is waste, and the pursuit of efficiency is the correct approach." Recently, the ongoing reports of large corporations' organized misconduct issues may also be one of the results of this emphasis on efficiency. If all employees within a company are solely focused on pursuing efficiency, they may eventually lose the ability to judge whether their actions are efficient or not, leading to a sense of exhaustion somewhere along the line. Ultimately, the entire organization may suffer a breakdown similar to metal fatigue. Therefore, it may be worthwhile to deliberately incorporate "inefficiency." *For more details on the column, please refer to the related links. *For more information, please check the PDF materials or feel free to contact us.

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In recent years, I often hear the phrase "Managers must be strong with numbers." This phrase linking managers to numbers seems to stem from the assumption that "managers are inherently not strong with numbers." So, what exactly do we mean by the "numbers" that managers must be strong with? In fact, there are "numbers that managers must be strong with" and "numbers that do not require them to be strong." In this column, by defining the vague term "numbers," we will clarify what the numbers are that managers should face, namely, what are the "numbers they must be strong with." *For more details, you can view the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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The phrase "transparent management," which is commonly used, can be said to carry a positive image regarding corporate management. Its purpose is to eliminate the gap between management and employees, uniting the entire company as one. However, there are various approaches to this transparent management. As part of a manager's role, it is very important to continue expressing passionate thoughts. However, it is equally crucial not to keep specific performance metrics exclusive to the management team but to share them with employees, allowing them to have clear goals for contributing to profits. The choice of management style is up to the manager, but I sincerely hope that they remain mindful of continuously igniting the employees' commitment. *For more details on the column, please refer to the related links. *For more information, please check the PDF materials or feel free to contact us.

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The term "scrap and build" has various meanings depending on the context in which it is used, not limited to store closures. It means "to break down the current situation and create something new," with the goal of breaking through a stagnant status quo. A typical example of this term in corporate management is when companies in the food and retail industries are expanding their locations, and some of those locations become unprofitable, leading to the prediction that they cannot be recovered in the future. In such cases, the unprofitable locations are closed (scrap), and new locations are created (build). In this scenario, there are always cost burdens that would not have occurred without the scrap and build process. Depending on the situation, these costs can be quite significant. Therefore, unless a manager is strategically choosing to implement scrap and build, they would typically take measures to avoid it by accumulating various hypotheses and validations. *For more detailed content of 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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When I meet with business owners, I occasionally hear them say, "Our employees frequently demand improvements in their treatment, and it always takes a lot of time to address these requests, which is quite troublesome for us." In this context, demands for improved treatment specifically include requests like "I want a raise," "I want a bigger bonus," "I want higher overtime pay," and so on, which seem endless like a "give me" mentality. In other words, there is no definitive endpoint to these demands. Are these demands for improved treatment from employees unreasonable and selfish? In reality, from the employees' perspective, these demands can be interpreted as entirely reasonable, and there is no right or wrong in that regard, even if they pose a dilemma for business owners. In this column, we will explain the demands for improved treatment from employees from both the "employee perspective" and the "business owner perspective." *For more details, you can view the related links. *For further information, please refer to the PDF materials or feel free to contact us.

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Have you ever heard of "site win" or "site loss"? Even if you haven't heard of them or don't know the meaning of the terms, that's perfectly fine. In this column, I will discuss something more important than the meanings of these words. When engaging in transactions, it is essential to aim for a site win as a basic principle. Doing so makes cash flow management easier. This is also one of the important accounting techniques. Many business owners are unaware of this accounting technique and find themselves in a site loss situation without even realizing it. Whether you are constantly making efforts to improve site loss and turn it into a site win, or if you are completely indifferent to it, the difference in cash flow management can be as vast as heaven and earth. *For more details, you can view the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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Our company specializes in application support for the Business Restructuring Subsidy. (This service is provided by the Murakami Certified Public Accountant Office, which is affiliated with our company and is a certified management innovation support organization.) Does your company have any of the following concerns? - Considering applying for the Business Restructuring Subsidy, but the details are complicated and unclear - Previously applied for the Business Restructuring Subsidy but were not selected, and do not understand the reasons for the rejection - Unsure if your company qualifies and who to ask for help If any of these apply to you, please feel free to contact us. 【Service Details】 ■ Application support for the Business Restructuring Subsidy - Support for creating business plans - Support for grant application after selection - Support for performance reporting after selection ■ Review of business plans for the Business Restructuring Subsidy ■ Advice on whether your company can apply for the Business Restructuring Subsidy (free) *For more details, please download the PDF or feel free to contact us.

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