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.
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Please use this as hints for management decisions, such as building a management foundation, improving management quality, cash flow management, bank relations, business succession, and restructuring after the appointment of the second or third generation. Also, feel free to contact us with any questions or inquiries when putting this into practice.
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Are you all in the habit of speaking in numbers? The reason I ask this question is that there are many executives who cannot communicate using numbers. A strong executive should be able to respond immediately with something like, "We are at 98.5% of our target, and 101.7% compared to last year. The difference is 240,000 yen, and with about 2 million yen in A-rank information, we can definitely achieve our goal if we tighten things up." It’s a good sign if even one out of five executives can speak in such numbers. Even if there is a sales target, without a profit target: 1. It’s natural that there will be no focus on profit amounts, making it difficult to enhance numerical skills. 2. It’s unclear how much profit has been made. 3. With a focus on sales, there is a tendency to chase orders even if it means discounting. As a result, when compared to benchmark companies in terms of sales, ordinary profit margin, gross profit margin (known as gross profit margin in accounting), and labor distribution rate, we will fall short. This leads to a decrease in competitiveness. To prevent this from happening, it is essential to clarify the numerical targets for the company, maintain a commitment to those numbers, and thoroughly educate subordinates to communicate in numbers as well. Next time, I will discuss "the reasons why cost reduction is not progressing."
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Our company is a group of professional consultants who value practical insights born from responding to corporate needs. With practical management know-how and a strong belief, we solve management challenges and achieve everything from startup support, reconstruction and revitalization support, growth expansion support, and business continuity support to building a solid management foundation.
