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consultant Product List and Ranking from 19 Manufacturers, Suppliers and Companies

Last Updated： Aggregation Period:Oct 15, 2025～Nov 11, 2025
This ranking is based on the number of page views on our site.

consultant Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Oct 15, 2025～Nov 11, 2025
This ranking is based on the number of page views on our site.

  1. マイスター・コンサルタンツ Tokyo//Educational and Research Institutions
  2. プライムコンサルタント Tokyo//Service Industry
  3. アグリライト研究所 Yamaguchi//Testing, Analysis and Measurement
  4. 4 Ｌ＆Ｐ Chiba//environment
  5. 5 リバイタライズ Osaka//Chemical
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consultant Product ranking

Last Updated： Aggregation Period:Oct 15, 2025～Nov 11, 2025
This ranking is based on the number of page views on our site.

  1. Plant Factory Business Consultant アグリライト研究所
  2. "Solar Power Generation System Design Consultant" capable of creating CAD drawings. Ｌ＆Ｐ
  3. [Column] ② Companies are designed to fail. マイスター・コンサルタンツ
  4. [Column] ➃-➂ Small and medium-sized enterprise presidents are critical in their judgments. マイスター・コンサルタンツ
  5. 4 [Column] ➃-➄ Small and Medium-Sized Enterprises' Presidents are a Race: Business Leaders are Always Forward-Looking マイスター・コンサルタンツ

consultant Product List

31～45 item / All 58 items

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[Column] Management Plan Involving All Employees ➀ The Essence of the Management Plan

[Column] Management Plan Involving All Employees ➀ The Essence of the Management Plan

I would like to introduce a column article.

■What is a Management Plan? A management plan is an essential tool for a company to systematically and strategically promote management in order to achieve its objectives and desired outcomes. There are two key perspectives to consider in the management foundation. One is the management elements, which include people, materials, money, and management. The other is the management functions, which encompass the functions of the management department, sales department, manufacturing department, and general affairs and accounting department. The management plan outlines how to direct these management elements and functions over the course of the year. ■Positioning of Policies in Management The positioning of policies in management ranks fourth in the following principles that guide an organization towards a common direction: 〇Management Philosophy 〇Mid-term Vision 〇Structural Formation Strategy 〇Policy 〇Product Strategy 〇Tactics 〇Combat However, it serves as the pivot between: 〇The future (from philosophy to structural formation strategy) 〇This year (from product strategy to combat). In other words, without policies, there is no function to connect the future with the current fiscal year, leading to confusion for the company and its employees. Therefore, it is of utmost importance in management operations.

  • Management Seminar
  • Management Skills Seminar

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[Column] Principles for Unifying Organizational Groups 7

[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.

  • Management Seminar
  • Management Skills Seminar

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[Column] Why Can't Executives Manage?

[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.

  • Management Seminar
  • Management Seminar

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

[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.

  • Management Seminar
  • Management Seminar

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

[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.

  • Management Seminar
  • Management Seminar

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[Column] Unique Technology for Creating Weapons to Fight

[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.

  • Management Seminar
  • Management Seminar

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

[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.

  • Management Seminar
  • Management Seminar

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

[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.

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

[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.

  • Management Seminar
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[Column] Growth Trajectory of Small and Medium-sized Enterprises 7: From Expansion Growth Phase to Growth Expansion Phase

[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.

  • Management Seminar
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[Column] Activities and Management for Controlling a Team

[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.*

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

[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.*

  • Management Seminar

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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 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.*

  • Management Seminar

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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, partners, facilities, goodwill, or employees as we know them today. In other words, starting from a situation of "nothingness"—lacking people, goods, money, achievements, and trust—is a commonality in the founding stages of businesses throughout history and across cultures. The only thing that one can hold onto during this time is the "effort rhythm" of wanting to please customers somehow and working diligently with a single-minded focus. This transforms into enthusiasm and sincerity, allowing the company to overcome various challenges and grow into its current form. Moreover, companies that inherit the baton from their predecessors cherish and carry forward the family rules, business teachings, and lessons passed down through generations. Such founding spirit remains valid over time; when a company forgets this spirit, it tends to lose its direction, leading to various management issues. The struggles and stories from the founding period are often unknown to current employees, making it crucial to understand the origins that shaped the present state and content of the company. Knowing this history helps in understanding the values and perspectives of the management, which in turn leads to a unification of values as corporate individuals and professionals. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

  • Management Seminar

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Manufacturing Subsidy Consultant

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.

  • Management consultant/Small business consultant

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