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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

46～58 item / All 58 items

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Management Capability Improvement Plan Consultant

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.

  • Management consultant/Small business consultant

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Human Resource Management Equation: The Role of Allowances

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.*

  • Management Seminar

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[Column] ➂ The President of a Small to Medium-Sized Enterprise Betting on Their Way of Life

[Column] ➂ The President of a Small to Medium-Sized Enterprise Betting on Their Way of Life

I would like to introduce a column article.

A certain company president, although young, desperately endured shame and tackled challenges head-on to avoid bankruptcy. He was short of 10 million yen needed for settlement funds. He sought help from government-affiliated financial institutions, but due to the lending restrictions at that time, they completely ignored him. As thoughts of bankruptcy loomed for tomorrow, he suddenly came up with the idea of contacting a local representative with whom he had no prior acquaintance. He quickly reached out, met with the secretary, conveyed his dire situation and the current lending restrictions, and managed to gain understanding, thus escaping the crisis. Another company president underwent civil rehabilitation. Once under civil rehabilitation, borrowing from financial institutions becomes impossible. He was forced into a very tough management method that required him to operate solely with cash. The president not only threw away his shame and reputation but also completely changed his personality. He became a demon who would take on any job and seize even the smallest connections for work. Six years later, he received a call from this president, who, with tears in his eyes, joyfully shared that the court had recognized the conclusion of the civil rehabilitation process. I want them to feel proud of running a self-sufficient business, no matter how small, and to participate in it (thinking for themselves, taking action, and accepting responsibility). I strongly hope they will convey the greatness of their company to their employees and families.

  • Management Seminar
  • Management Skills Seminar

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[Column] ➃-➀ The Background of Small and Medium-Sized Enterprise Presidents as a Race

[Column] ➃-➀ The Background of Small and Medium-Sized Enterprise Presidents as a Race

I would like to introduce a column article.

Can't you even do something like this? Don't you understand something like that? How many times must small and medium-sized enterprise (SME) owners have felt like they were biting on a bitter bug? It takes time to bridge the gap between 'tactile sense' and 'common sense' in both mind and heart. The tactile sense refers to events in the field, while common sense is the value system created by the environment in which one was raised. This difference troubles business owners. Many company presidents would say that their inherent personality is suited for a No. 2 position. However, whether they became founders out of passion, were forced into the role of a manager due to circumstances, or are second-generation successors who must take over, the fact remains that they are currently business owners. Small and medium-sized enterprises are often disorganized entities lacking in people, goods, money, and management. However, because they work to bring together such organizations, SME presidents become a 'common breed.' If you manage SMEs with the above characteristics for 20 or 30 years, you inevitably become a common type of SME manager.

  • Management Seminar
  • Management Skills Seminar

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[Column] ➇-⓶ Illness of Small Businesses: Inability to Perform Basic Operations

[Column] ➇-⓶ Illness of Small Businesses: Inability to Perform Basic Operations

I would like to introduce a column article.

Another problem often seen in many companies is that they are not performing the "basic actions." When you wake up in the morning, you should greet others with "Good morning," and when things are messy, you should clean up. These are the obvious basic actions that an organizational member must do. If you cannot perform these basic actions naturally, like breathing in and out, you cannot be a part of the organization. Particularly lacking are the actions of reporting, communicating, consulting, and giving instructions and orders. The inability to give instructions and orders is serious; failing to perform these basic actions that move people can lead to chaos in the workplace. Additionally, they are also failing to adhere to established rules. Not following them has become a habit in itself. If there is no habit of properly doing what has been decided, then any attempt to do something new is futile.

  • Management Seminar
  • Management Skills Seminar

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[Column] Principles for Unifying Organizational Groups ➅

[Column] Principles for Unifying Organizational Groups ➅

I would like to introduce a column article.

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.

  • Management Seminar
  • Management Skills Seminar

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[Column] Development of New Businesses (2) The Principle of Entering New Businesses is the Bamboo Grove Method

[Column] Development of New Businesses (2) The Principle of Entering New Businesses is the Bamboo Grove Method

I would like to introduce a column article.

The bamboo grove method literally imitates the way bamboo grows as a thicket. It revolves around considering the current industry or sector one belongs to, as well as related industries and surroundings. It also involves assessing whether there are promising business opportunities that can leverage existing human resources, technology, sales channels, buildings, and equipment. In other words, like a bamboo grove, it involves developing businesses that are related in some way, branching out from a single root. This approach is low-risk and does not lead to significant failures. The points to keep in mind in this case are as follows: (1) Develop based on areas where strengths and expertise can be leveraged. (2) Assess whether idle assets (land, equipment) and human resources can be utilized. (3) Determine if the industry planned for entry is a growing sector or a niche area that large companies do not venture into. (4) If entering as a latecomer, investigate whether the leading competitors in the same industry are generating profits. (5) Consider whether there are synergistic effects expected with the main business. (6) Assess the extent to which human resources and investment can be utilized. (7) Identify whether assets such as land, buildings, and employees from previous businesses can be leveraged. Exploring the possibilities of upward, downward, and lateral expansion based on this bamboo grove method, centered around the current business, forms the foundation for new business development in small and medium-sized enterprises.

  • Management Seminar
  • Management Seminar

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[Column] Exploring the Possibilities of Expansion Centered on New Business (3)

[Column] Exploring the Possibilities of Expansion Centered on New Business (3)

I would like to introduce a column article.

The method of vertical expansion is fundamentally either upstream or downstream expansion. The criteria for upstream and downstream depend on whether a company is moving from its current business model to manufacturing (upstream) or to retail (downstream). Additionally, approaching the final end user is also a consideration. Upstream expansion refers to cases where a business enters into operations that have manufacturing or construction functions. This does not necessarily require the company to make capital investments; it can involve outsourcing or subcontracting to acquire manufacturing and construction functions while executing its own plans. A representative company is Uniqlo. A typical example of downstream expansion is when a lumber company undertakes new housing or renovations and transforms into a housing company (Tama Home). Downstream expansion is a method of entering fields that are closer to consumers. Next, horizontal expansion involves entering peripheral or niche fields. For example, a housing company or construction firm may enter the remodeling sector in a different division, or a building materials sales company may engage in termite extermination or house cleaning services, all of which are expansions into peripheral fields related to housing. The key points of horizontal expansion are entering fields where a higher gross profit margin can be achieved compared to the current core business, leveraging existing personnel from traditional businesses, and targeting niche areas with few or no competitors that have future potential.

  • Management Seminar
  • Management Seminar

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[Column] You cannot become a member of a fighting group if you do not know about the company or the product.

[Column] You cannot become a member of a fighting group if you do not know about the company or the product.

I would like to introduce a column article.

Everyone knows themselves well. There are no employees who cannot answer questions about their date of birth, blood type, zodiac sign, or the origin of their name. However, when asked about the company's founding date, number of employees, annual sales, history, main bank, or the selling points of products, few employees can provide adequate answers. It's not just "the grass is greener on the other side"; employees know less about their own company than the president imagines. If you think this is hard to believe, it would be beneficial to create a test from your company's brochures or website and conduct it to understand the reality. Many would be astonished by the results. When you think about it calmly, it is quite remarkable that small and medium-sized enterprises attempt to compete without knowing their own company’s overview or products. They spend time without any sense of problem awareness, which leads to stagnation. Such a group can be described as a rabble. In other words, they cannot be recognized as members of a fighting group. *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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[Column] Communicating Corporate Value Judgments and Behavioral Standards

[Column] Communicating Corporate Value Judgments and Behavioral Standards

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What are the value judgment criteria that the top executives and management should align on? 1. Management philosophy and the company's value of existence 2. Understanding and agreement on the company-wide vision 3. Management plans and management goals 4. Basic policy for human resource development 5. Basic policy for product development 6. Basic policy for building relationships with customers 7. Basic policy regarding internal systems 8. Fundamental thinking that serves as judgment criteria 9. Basic thinking on personnel and talent evaluation 10. Expectations (values) for executives and management The top executives must communicate these ten items of values and judgment criteria as the leader's intent to the employees. In a parent-child relationship, children become independent by learning the value judgment criteria, ways of acting, and behavior from their parents as adults. It is the same in this context. The highest decision-maker in a company is the manager. By having many employees understand the manager's value judgment criteria, employees become capable of making their own judgments. Consequently, the dependency on the president decreases. Executives play an important role in this process. *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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Human Resource Management Equation: Performance-Based Bonuses

Human Resource Management Equation: Performance-Based Bonuses

Let's take a little break from discussing monthly base salary and allowances, and share some thoughts on bonuses!

It seems that many companies still determine the amount of bonuses based on a certain number of months' worth of wages. This approach tends to legitimize and promote the idea of bonuses as an entitlement, which does not effectively encourage a sense of participation in management and results in significant losses in terms of talent management. On the other hand, it appears that there are also an increasing number of companies that offer no bonuses at all. While this may be unavoidable given the tough business environment, it seems necessary to find some creative solutions rather than applying a blanket policy of zero bonuses. *For more details, please refer to the related links. Feel free to contact us for more information.*

  • Management Seminar

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The necessity of a better reward system from the "Human Resource Management Equation."

The necessity of a better reward system from the "Human Resource Management Equation."

A compensation system that can be understood and accepted by the majority of organizational members, from executives to individual staff, is required!

Whether it is wages or bonuses, there are no scientific laws or truths regarding how they should be distributed. What exists is the decision-making process on how to rationally and optimally redistribute the income obtained from external sources within the organization, based on political and overall judgments, as well as the selection of methods and know-how. The same applies to structuring the organization. Someone must make personnel decisions. It is a very difficult task, but someone must exercise that authority. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.

  • Management Seminar

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Gikitake Engineering Office

Gikitake Engineering Office

Contributing to the preservation of the global environment through technology, safety, management, environmental management, and energy diagnostics.

Processing content, main products and technology features: No information available. Technical, safety, management, and environmental consultant. Utilizing experience as a project manager (design, manufacturing, construction) and various qualifications, providing comprehensive support for small and medium-sized enterprises in technology, safety, management, environmental management, and energy diagnostics.

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