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System development will be handled by people like this.

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Our development team, which undertakes system development for our company, is composed of staff from various professional fields. Please feel free to let us know what challenges you are facing, what you would like to systematize, or if you are currently using a system but not utilizing it to its full potential. 【Development Team】 ■ IT Consultant ■ System Engineer ■ Project Manager ■ Programmer *For more details, please refer to the external link page or feel free to contact us.

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Efforts by Furutani Industries to Improve Quality

High quality means customer satisfaction! We will implement initiatives to improve quality linked to the development process.

At our company, we value not only the products and services but also the processes involved in delivering them to our customers and ensuring that they can use them with peace of mind afterward. We are committed to quality creation. Our quality improvement activities were born out of the need to solve problems that arise in the actual development field, and we conduct various tests and make improvements to deliver attractive products and services to our customers. Please feel free to contact us if you have any requests. 【Features】 ■ Seeking true quality, which is not simply defined as "no defective products = high quality" ■ Ensuring the delivery of high quality ■ Avoiding unexpected costs *For more details, please download the PDF or feel free to contact us.

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[Column] ② Companies are designed to fail.

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How many years has it been since your company was founded? According to the Small and Medium Enterprise White Paper, the survival rates of companies born over ten years are as follows: the survival rate after one year (newborn) is about 72%. The survival rate after three years (kindergarten) is about 50%. The survival rate after five years (senior kindergarten) is about 40%. The survival rate after ten years (fourth grade) is about 26%. In other words, the probability of surviving for ten years is only 30%, which highlights the difficulty of survival compared to human survival rates. Looking at the trend of bankruptcies at economic turning points: - COVID-19 (2020): 7,773 cases. - Normal period (2019): 8,631 cases. - Great Earthquake (2011): 12,707 cases. - Lehman Brothers (2009): 13,306 cases. - Bubble (1987): 12,655 cases. The factors leading to bankruptcy vary with changes in the environment, but bankruptcies occur in every era, regardless of whether the economy is good or bad.

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[Column] ➃-➂ Small and medium-sized enterprise presidents are critical in their judgments.

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■Managers 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 always consider the balance of being a reasonable person, which makes them particular about manners and ethics, and they absolutely hate being lied to or promises being broken. ■Managers are people who judge black and white Managers of small and medium-sized enterprises have developed their own coping strategies. They do not see struggles as struggles; they train themselves not to show it, learn ways to alleviate feelings of loneliness, and have ingrained the ability to accept both good and bad. Managers are people who make black-and-white judgments. However, there are also gray areas where it is better not to make a judgment or where judgment is not possible. 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 rely on alcohol all the time, it will harm their health. Therefore, they learn to navigate life naturally.

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[Column] ➃-➄ Small and Medium-Sized Enterprises' Presidents are a Race: Business Leaders are Always Forward-Looking

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Always positive, with high creativity and proposal skills. Constantly thinking about the next step by utilizing what is currently available and what is currently being done. The basic nature is frugal. However, this frugality means being unwilling to engage in activities that do not align with one's values. They will invest 100 million in equipment but will fiercely reprimand employees for not justifying a 500 yen transportation expense. Employees often do not understand the reprimand. This is a common occurrence. While the company’s finances are tightly controlled, many leave their household finances to their wives. Additionally, many business owners cite their family and employees as their most important assets. Finally, the more a business owner is growing, the more straightforward they tend to be. They have a good understanding of their position. Business owners are often lonely. However, "loneliness" is different from "the naked king." In a company, there are almost no people who will offer opinions to the owner. The way a business owner behaves to gather information is by never saying, "I have heard that, seen that, or know that." They understand that saying this will prevent information from gathering. Because they have the ability to listen openly to others' explanations, information naturally accumulates.

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[Column] 5. Small businesses are organizations full of "not enoughs."

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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 consist of people with similar values. However, small and medium-sized enterprises (SMEs) are an exception. SMEs can be likened to a "human zoo." Although people happen to work in the same workplace, their values may differ too much, their goals may be scattered, and they may be unsure of 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 having nothing. Furthermore, they operate under a system where one person takes on two or three roles, which prevents a deep exploration of the functions that the organization possesses, 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 trying hard, the way they are trying is different, resulting in a situation where outcomes do not meet expectations. The foundation of SMEs is thus fragile. Due to this weak foundation, SMEs operate while chronically dealing with some form of ailment.

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[Column] ➅ The Golden Age of Management

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Koike believes that the golden age for business leaders is a 15-year period from ages 55 to 70. During this time, they can fully utilize their knowledge, judgment, and action power in the seven key areas required of business leaders (dreams, people, products, customers, profits, funding, and health) after gaining various experiences. Business leaders in their 30s, 40s, and 50s should aim to create companies that match their own capabilities, while those in their 60s should enjoy their golden age as leaders. Furthermore, business leaders in their 70s and beyond should truly conclude their entrepreneurial lives in a commendable manner.

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[Column] Principles for Unifying Organizational Groups ➇

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Combat is making sure that predetermined tasks are carried out as decided. As a practical measure for performance improvement, specific tasks for one month are determined as fixed decisions. Accordingly, everyone performs their roles based on this division of labor, and executing the decisions as planned is a crucial function of combat. Combat is about practical ability. To achieve goals, it involves creating mechanisms that compel daily work to be done and implementing methods to ensure tasks are completed. Ensuring that predetermined content is executed as decided is what combat entails, along with the practical implementation of daily operations and specific measures based on role division. It is the effort of all employees, including team leaders, to put this into practice. Companies with good performance have a high awareness of adhering to decisions. Because of this high awareness, they do not need to expend effort enforcing compliance. As a result, they can focus on other matters, making it easier to improve performance. Organizations are driven by people. To make it easier for people to drive the organization, it is essential to standardize what needs to be done. Without establishing patterns for necessary tasks, habits cannot be formed. A characteristic of teams without combat is that they may be called to action, but they do not respond. Ultimately, management is a contest of practical execution. Teams that cannot execute predetermined tasks as decided will not receive rewards for their performance.

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[Column] Principles for Unifying Organizational Groups 7

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Strategy is the method of mobilizing people and ensuring it is thoroughly understood and implemented. Strategy is a means to move people, and the key points are management and HOW TO. The essence of management is to ensure that what has been decided is carried out as planned. HOW TO refers to know-how and the standardization of work. Organizations are driven by people. To make it easier for people to drive the organization, it is essential to patternize what needs to be done. Without establishing patterns for what needs to be done, it becomes difficult to form habits. A representative management measure for patternizing what needs to be done is the management plan and performance review. Once the goals are set, we consider how to implement them and create a plan. At the stage of thoroughly communicating the specific route, steps, arrangements, and methods toward the goal, various issues arise, such as: - Not understanding how to do it well - Never having done it before, etc. Thorough communication includes properly teaching how to do things. The problem with operations in small and medium-sized enterprises is standardization. Simply put, it is about not creating a divide between those who can do things and those who cannot. Companies or departments that do not achieve results tend to create plans but fail to train, leading to a higher probability of failure when they face challenges unprepared. Taking this into account, we clarify roles and responsibilities in the 5W2H format: who does what, by when, and how.

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[Column] Why Can't Executives Manage?

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It's not that they lack ability; they simply haven't experienced it before. The management style of small and medium-sized enterprises is that of a playing manager, who manages while doing the work on-site. To use a soccer analogy, it's like someone who thinks about strategies such as player substitutions while kicking the ball on the field, but in reality, there are no playing managers in the world of soccer. Employees of small and medium-sized enterprises become managers once they are capable of doing the on-site work. They do not select someone who seems capable of management from the start. Moreover, there is no management curriculum in Japan's compulsory education. Consequently, if students serve as captains in club activities during their school years, they learn methods through experience, but only a very small number of people get to experience this. In other words, many department heads are thrown into management without prior experience when they are told to take on the role. In large companies, employees receive various training as they are promoted to higher positions to prepare for their roles. If we think of it in terms of a driver's license, they obtain a provisional license and then challenge themselves with management, but small and medium-sized enterprises do not have that luxury and experience management for the first time in a real situation, so it is only natural that things do not go well.

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[Column] Why is the speed of personal growth slower than the speed of company growth?

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Small and medium-sized enterprises (SMEs) have no leeway, and they must take action on human resource development in a state of urgency as they grow and distortions arise within the company. The growth of SMEs is proportional to the speed of growth of their management, but it is not proportional to the speed of growth of their employees. The conventional development pattern involves assigning department heads and, if they fail, providing education, but one must realize that it is already too late at that point. When aiming for company sizes of 500 million to 1 billion, 1 billion to 3 billion, 3 billion to 5 billion, and 5 billion to 10 billion, it is necessary to change the gears of organizational management. In terms of scaling a business, if we look at it from a human perspective, elementary school students have food and clothing that match their lifestyle habits and physique, while middle school students have food and clothing that suit theirs. No matter how similar the food is, elementary school students do not need the same quantity as growing middle school students. Similarly, companies must implement measures appropriate to their scale; otherwise, they cannot operate healthily, and cracks will begin to appear everywhere. At this stage, where a significant change in steering methods is required for various reasons, gaps within the company frequently occur.

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[Column] Why can't we do the obvious things as if they were obvious?

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It is not that one cannot do something due to a lack of ability, but rather because they have never done it before, do not know how to do it, or have not yet made it a habit; it is simply a difference in learning ability. To raise the growth level of a group of people in small and medium-sized enterprises with inferior basic abilities, creating an environment for the corporate foundation is the quickest way. Until the company is established and there are a few customers and products, the president's efforts can somehow keep things going. They can bring together a small group of people with strong personalities and attitudes who cannot do the obvious. However, when the company reaches a stable period and begins to increase its employees, without a management foundation, it becomes difficult to demonstrate "power as a unified body." At that point, the gifts brought by expansion in scale become only risks. In other words, creating a management foundation means solving the weaknesses of small and medium-sized enterprises, such as inconsistent methods, a lack of know-how within the company leading to dependency on specific individuals, and the inability to maintain decisions. This means creating an environment where it is easier for many employees to do what is considered normal.

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[Column] A market with a scale of 3 billion is a battleground where small and medium-sized enterprises can win.

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No matter how wonderful a product you create, it means nothing if you don't win. While many small and medium-sized enterprises develop excellent technologies and products, if they misjudge the arena in which they compete, they will only have their know-how stolen and be pushed aside, no matter how good their technology or products are. If you don't identify a winning arena, your approach to fighting will be flawed. A large creature like a whale can swim in the Pacific Ocean, but if a water strider ventures into the Pacific, it will be immediately swallowed by the waves. It is better to act confidently in a small puddle. Even in a muddy puddle, if there is no one else inside, you can win. This is the way to fight, and the principle is to win in an arena where you can win. From the perspective of market size, considering niche areas and gaps, the current market size for niche areas is changing to 3 billion yen. A certain major corporate group has established a criterion for new business development that any venture that does not reach an annual sales of 3 billion yen within three years will be withdrawn. Conversely, this means that they will not enter markets with annual sales of less than 3 billion yen. Incidentally, Kobayashi Pharmaceutical, known for product development, is developing products that can win in a 1 billion yen market.

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[Column] Unique Technology for Creating Weapons to Fight

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Companies that have been established for over 10 years invariably possess unique technologies. It is because of these technologies that they have been able to operate for a decade. The perspectives on these unique technologies include: - Technologies for producing goods - Technologies for creating services - Specific technologies in individual fields - Core technologies There are two approaches to competition: "fighting to overcome weaknesses, which is a battle to bring negatives to a zero base," and "fighting to enhance strengths, which is a battle that can build upon positives." Fundamentally, it is easier to achieve results by focusing on strengthening one's advantages. The key point in this approach to competition is unique technology. - Unique technologies that are not found or cannot be replicated anywhere else - Unique technologies that exist in other companies but are outstanding or superior Identifying these unique technologies is one method of strategic development. Because unique technologies enable services that differ from competitors, the greater the number of unique technologies, the better the conditions for winning in competition.

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[Column] Development of the Mid-term Plan (2) Planning for Failure Prevention Measures

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Management has its good times and bad times. When executing a medium-term plan, one should also anticipate situations where things do not go well. Often, if one only considers when to pull back after a bad situation arises, they miss the timing. First, I would like you to establish criteria for "under what circumstances to withdraw, to stop, or to scale back." Humans have a peculiar tendency to wishfully think that if just a little more goes well or if we can develop that customer, things will change for the better. However, while clinging to that desire, management can lose its balance. It is important to set criteria for halting execution from the beginning. - Initial signs of failure - Methods to mitigate failure - Ways to withdraw from failure Additionally, from a different perspective, it is necessary to consider the "side effects that may arise and the anticipated losses" when deploying that strategy. Humans are creatures of habit. When trying to do something new, there is often a lot of "no" thinking. The key is how to dispel that. In this case, it is important to examine the inhibiting factors and consider means of overcoming them.

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[Column] Growth Trajectory of Small and Medium Enterprises 4: Growth Trajectory from the Stability Period

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When entering a stable period, companies can be divided into three patterns. The next phase after the stable period is marked by the threshold of 1 billion in general scale. There is a clear difference between companies that surpass 1 billion and those that do not. These differences can be categorized into the following three patterns. ■ Stagnation and Decline Period When a company reaches a stable period and the president fails to propose the next growth strategy, the company quickly falls into a rut. A rut is defined as doing the same thing for three years. This leads to a decline in performance. The stable period does not mean that performance remains consistently stable; it simply indicates that a foundation has been somewhat established. The operating level at which small and medium-sized enterprises break even is typically around 95 to 98%. If the gross profit margin drops by 3% or 4%, the company can quickly fall into the red. It is important to understand that companies that cannot propose further growth strategies will soon enter a stagnation and decline period. ■ Mild Growth Period The mild growth period refers to a situation where a company is experiencing slight growth due to favorable product selection, customer selection, and industry selection. While dealing with excellent products and good customers, if no actions are taken, there may be slight growth along the current trajectory, but the company will not be able to break through the 1 billion barrier.

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

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■Expansion Growth Period The expansion growth period refers to a company that has broken through the billion-dollar 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, the internal structure of the company often does not keep pace. Inevitably, a tendency for "expansion" precedes the growth period. In cases aiming for three billion, the company lacks the pieces of a shogi game, such as gold, silver, rook, and bishop, resulting in a "king and pawn management style." If the king stumbles, everyone stumbles, creating instability; however, on the other hand, there is also momentum as a company. If the current president feels, "My company is 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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[Column] Growth Trajectory of Small and Medium-sized Enterprises 7: From Expansion Growth Phase to Growth Expansion Phase

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■Expansion Growth Period This period experiences growth through multifaceted development and the introduction of multifunctionality (implementation of multiple business divisions and headquarters system), becoming a 5 billion company. However, while it appears to be a medium-sized enterprise externally, the content of each multifaceted and multifunctional aspect remains that of a small to medium-sized enterprise, resulting in a phenomenon of significant gaps. The company expands through the establishment of sales offices. However, when examining the content of those sales offices, they are essentially small to medium-sized enterprises. In a small to medium-sized enterprise that operates from a single location, the president is present, allowing for quick responses to issues and easy communication of company policies. In contrast, the sales office is led by a sales office manager. Therefore, the internal structure of the sales office is actually weaker than that of a small to medium-sized enterprise. In other words, "the gross is a medium-sized enterprise, but the internal structure of each aspect is often weaker than that of small to medium-sized enterprises." This leads to various gaps frequently occurring. To surpass the 5 billion mark during this expansion growth period, it is essential to implement multifunctionality, namely the headquarters and business division systems; otherwise, operations will not run smoothly. Additionally, a characteristic of this scale is the clash between the "old" and "new" in various aspects. Through this clash, if the necessary elements for the company are not integrated, it will become difficult to manage from a human resources perspective.

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[Column] Activities and Management for Controlling a Team

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The team's performance is designed not to improve. Understanding this fact begins to reveal the meaning of achieving results through leadership and management. Small and medium-sized enterprises have a structure where profits do not materialize unless they do something beyond the monthly routine work, and without considering measures for performance gaps, achieving goals is impossible. Creating performance requires both activity and management as two wheels. Activity refers to sales and production activities aimed at securing sales and profits. In contrast, management involves the task of checking whether things are deviating from the ideal state. Interestingly, if activities are neglected, sales, gross profit margins, profits, productivity, and funds naturally decrease. On the other hand, if management is neglected, expenses, accounts receivable, and inventory naturally increase. In other words, if a group is not controlled, activities will be carried out according to individual judgment, and management is often neglected because it is seen as troublesome. Therefore, performance is structured in such a way that it does not improve unless the functions of controlled activities and management by people or teams are incorporated. *For more detailed content of the column, you can view it through the related link. For more information, please feel free to contact us.*

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[Column] Leaders must communicate and ensure understanding of their value judgment criteria.

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The company is a human zoo, designed to fail. The characteristic of a typical organization is that people with similar values gather together. For example, in the world of sports and hobbies, various organizations are characterized by the gathering of people with similar values. In small and medium-sized enterprises, people with different values, shaped by different environments and preferences, happen to live in the same area and accept the conditions to form an organization. Because people with differing values, backgrounds, generations, and genders come together to create an organization, it tends to lack cohesion. Therefore, it is important for you, as the team leader, to communicate and ensure understanding of the value judgment criteria you are considering. If you create a system, you may initially be able to drive it with the power of the team leader. However, if the sense of being forced to do it becomes strong, it won't last long. What is important is to teach perspectives and ways of thinking such as: ■ Why are we doing this? ■ Why is this perspective necessary? ■ Why does this happen? ■ What should we do in this situation? Without addressing these questions, it will not become a habit. *For more detailed content of the column, you can view it through the related links. For more information, please feel free to contact us.

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[Column] Key Points on Balance Sheet for Selecting Fiscal Month

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The income statement is based on annual figures, while the balance sheet represents the flow of funds at a specific point in time. Therefore, when selecting the fiscal month, the weight given to the balance sheet is higher than that of the income statement. What must be particularly considered is the balance between total current assets and total current liabilities, with the ideal situation being when total current assets exceed total current liabilities. However, the composition of total current assets is also questioned. The worst scenario is when 2. inventory reaches its highest amount throughout the year, while the best scenario is when 5. cash and cash equivalents are at their highest when preparing the financial statements. Since the balance sheet reflects the flow of funds at a specific point in time within the 12 months of the year, it should represent the optimal financial flow for the company. *For detailed content of the column, please refer to the related links. For more information, feel free to contact us.*

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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 sessions from the president. Recently, I had the opportunity to attend a management plan presentation for a certain company. When they first started the management plan presentations 16 years ago, they had 60 employees, and now they have grown to 250. This time, the presentation was held at the same venue as 16 years ago, returning to the origin after 16 years. Back then, the president was the sole star, with a management style akin to a king and a pawn. In this presentation, there were multiple stars (executives) who confidently presented, showcasing their growth and the expanded team. Thanks to the efforts of the president, executives, and employees, the company has grown significantly. 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, you can view it through the related link. Please feel free to contact us for more information.*

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Manufacturing Subsidy Consultant

Support for manufacturing subsidies through consulting. 11th application (deadline for submission: 8/18) is currently open. Over 200 companies have been accepted.

Our company provides support for "Monozukuri Subsidy Application Assistance." Since general subsidies undergo a review process after application, it is important to create a plan that meets the review criteria for each subsidy in order to be selected. Our company offers total support from the proposal of subsidies to the creation of the plan and the receipt of funds. Please feel free to contact us if you have any requests. 【Basic Support Flow】 1. Hearing on Investment Content 2. Plan Creation 3. Application Support 4. Achievement Report Support 【About the Monozukuri Subsidy】 The Monozukuri, Commerce, and Service Productivity Improvement Subsidy supports small and medium-sized enterprises and small business operators in making capital investments to develop innovative services, prototype development, and improve production processes in response to institutional changes they will face over the coming years (such as work style reforms, expansion of employee insurance coverage, wage increases, and the introduction of invoices). Additionally, special provisions are established for businesses facing tough economic conditions and those working on productivity improvements in the digital and green sectors. *For more details, please contact us.

Company：東京経営サポーター
Price：1 million yen-5 million yen

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Management Capability Improvement Plan Consultant

Support for the formulation of management improvement plans aimed at special depreciation or a 10% corporate tax deduction, points for small business sustainability subsidies, financial support, and other related items.

Our company provides support for "Management Capability Improvement Plan Applications." Please feel free to contact us if you have any requests. 【Basic Support Flow】 1. We will create a Management Capability Improvement Plan based on the hearing content. * Financial information such as settlement data will be required for the creation. 2. Once the plan is completed, we will send the data to the customer. 3. The customer will then mail it to the secretariat. 4. After the application, if there are any requests for corrections from the secretariat, we will assist until certification is obtained. 【About the Management Capability Improvement Plan】 You can obtain the following preferential measures: ● 10% deduction on corporate tax or special depreciation Eligible parties: Companies with a capital of 100 million yen or less / Sole proprietors, etc. Eligible equipment: Machinery and equipment worth 1.6 million yen or more (new) Requirements: Equipment that improves productivity by an average of 1% or more per year ● Additional points for subsidies (valid for up to 5 years) - Such as the Small Business Sustainability Subsidy ● Financial support Expansion of credit guarantee limits by credit guarantee associations for small and medium-sized enterprises * For more details, please contact us.

Company：東京経営サポーター
Price：1 million yen-5 million yen

Management consultant/Small business consultant
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Human Resource Management Equation: The Role of Allowances

An explanation of various allowances that are inseparable when considering monthly wages!

Monthly wages can be broadly divided into base salary and various allowances. The base salary is determined mainly based on factors related to the "quality of work," such as role responsibilities and individual capabilities, and is positioned as the core fixed pay corresponding to the prescribed working hours. In contrast, various allowances address variable wage issues and concerns specific to certain employees, serving an important function in complementing the base salary. Specifically, they reflect four elements in wages that the base salary cannot fully cover: "amount, type, and location of work," and "living conditions." *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

Company：プライムコンサルタント
Price：Other

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[Column] ➇-➀ The Illness of Small and Medium Enterprises: Delegation of Work

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Small and medium-sized business owners cannot delegate work to their employees. Organizational management is about using people to improve performance. In other words, it is about effectively mobilizing subordinates to achieve results. However, for a president who has managed each department alone until now, there is significant resistance and concern about completely entrusting departments and tasks to others. Yet, if one wishes to grow the company in a healthy way, it is necessary to change the way the company is steered. It is essential to shift to an organizational management style that delegates authority. However, I want to clarify that I am not saying that delegating is always the correct approach. For a president who feels they must do everything themselves, that is acceptable as long as they are not aiming to grow the company. This is also one way for a company to exist.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] ➇-➂ Principles for Unifying Organizational Groups

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The mid-term vision plays a role in breathing life into the company's future. Breathing life into the company's future means instilling dreams within the company, where the president, executives, and management create a vision, communicate it to employees, and execute it together as a whole. It is important to clarify how we want to shape our company or store. In response to changes in the external environment and the realities of internal resources three, five, or ten years from now: - What kind of company do we want to create? - What kind of business do we want to pursue? - What functions do we want to have? As a result, we will build what the scale-related factors such as sales and number of employees will look like. A vision is a dream and a will; it is something that is created. It reflects how the company wants to be based on the entrepreneur's corporate view and management philosophy. - For the president, what kind of company does he want to create? - For the employees, what kind of company do they want to work for? Indeed, since it spans a long term, the aspirations become stronger. However, those aspirations are based on the entrepreneur's corporate view and management philosophy, as well as the employees' work and life perspectives. They are not mere wishes; that is why they hold significance.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] Principles for Unifying Organizational Groups ④

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The structural formation strategy is to discover the optimal location for one's own company. The optimal location refers to the scale and method that are easiest to operate and most likely to generate profit. It is time to reconsider the conventional norms that have been taken for granted in order for the company to continue to thrive. If we do not review the unconscious habits related to our management, discover the optimal location, and build a strategy for structural formation, we will end up losing the competition against other companies due to differences in management techniques. For example, in an era where management is becoming increasingly about reduction, blindly aiming for sales expansion could lead to a loss of the company's value. It is essential to take a fresh look at management practices with an "all-no" approach. Humans are creatures of habit, and we can become unable to recognize issues in actions we perform unconsciously. This management structure formation strategy consists of five components: - Human and organizational strategy - Material strategy - Management technology strategy - Financial strategy - Risk response strategy The structural formation strategy is about exploring the optimal location for our company, the scale and method of management that is easiest to operate. It involves finding the optimal location that aligns with: - The personality of the manager - The company's characteristics - The specific industry To achieve this, it is crucial to reassess management practices with an all-no perspective.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] Principles for Unifying Organizational Groups ➅

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A product strategy is a measure to bridge the gap between goals and actual performance. A product refers to the materials for business, and a product strategy is a measure to address the gap in achieving goals. In departments like sales or manufacturing, where numerical targets are set, it involves gap measures, while in departments like management or operations, which focus on qualitative targets, it involves strategies to address the gaps. For example, if last year's sales were 800 million and this year we want to reach 900 million. Identifying the 100 million shortfall is the product. The ways to cover this shortfall include: - Covering it with sales - Covering it with gross profit - Covering it by reducing costs - Covering it through turnover, among various other methods. Companies that use the term "product" have a mindset focused on bridging gaps and shortfalls. Generally, the concept of performance varies by company. Some companies consider performance based on sales revenue, while others may consider operating profit. Our company's management department must determine what constitutes performance for each department. For example, the performance of the management department may be measured by balancing the regular income and expenditure, while the sales department may balance based on gross profit, among various performance metrics. In any case, how to create the materials for business is the essence of the product strategy.

Company：マイスター・コンサルタンツ
Price：Other

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[Column] Why is there a difference between companies even when they start at the same time in the same region?

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It is the difference in the quality of basic employee behavior. Starting the same type of business in the same region at the same time means that the selection of products, regions, and the timing of the start are the same. Yet, differences in performance arise in company management. I have had several cases where I assisted Company A and Company B, which started in the same industry and region at the same time (though at different times). The characteristics I felt at that time between growing companies and those that cannot grow are that employees of growing companies have developed the habit of taking notes without being prompted. However, employees of companies that cannot grow seem to have an unusually good memory and lack the habit of taking notes. Additionally, there is a difference in awareness regarding decisions made within the company. Employees of growing companies have a sense of obligation to adhere to what must be followed, while employees of companies that cannot grow have a low awareness of the established decisions and do not strive to adhere to them. It is not a question of whether the chicken or the egg came first, but if asked whether they have been able to grow because they have grown or have grown because they are capable, the answer would be that they have grown because they are capable. This difference likely stems from the time, wisdom, and tenacity that the management has devoted to raising the foundational level of the human collective within the company.

Company：マイスター・コンサルタンツ
Price：Other

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