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Personal Consulting "The Basics of Being a CEO 365"

Personal Consulting "The Basics of Being a CEO 365"

Sharing prescriptions and know-how gained from interacting with 1,000 small and medium-sized enterprises! A continuous 365 days for thriving.

"Basics of Being a President 365" is a personal consulting program for business owners, tailored to the individual circumstances of each entrepreneur through a one-on-one approach. This program focuses on the theme of "Basics of Being a President," emphasizing the acquisition of knowledge on fundamental elements, understanding success and failure cases in small and medium-sized enterprises, and creating practical strategies for implementation in one's own company. It is conducted in a "one-on-one tutoring style" that necessitates continuous learning of the basics of being a president for 365 days. A specialized management consultant for small and medium-sized enterprises will be directly in charge. Please feel free to contact us if you have any inquiries. 【Program (Partial)】 ■ Session 1 Theme: How to Inform Employees About the Characteristics of Small and Medium-Sized Enterprises and the Values of the Business Owner ■ Session 2 Theme: Understanding the Characteristics of Small and Medium-Sized Enterprises and How to Build a Management Foundation ■ Session 3 Theme: Understanding the Characteristics of Small and Medium-Sized Enterprise Owners and How to Communicate Their Values to Employees ■ Session 4 Theme: How to Respond to the Company's Growth Trajectory and Management Scale *For more details, please refer to the PDF document or feel free to contact us.

  • Management Seminar

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[Column] 7 The Life of a Small Business President: A Lifetime Devoted to Work

[Column] 7 The Life of a Small Business President: A Lifetime Devoted to Work

I would like to introduce a column article.

I wonder how many business leaders I've heard say, 'When I turn 60, I'll retire and do what I want to do.' However, the reality is often not so simple. This may be the fate of those chosen as business leaders. One president experienced rapid growth after 40 years of founding the company and at the age of 65. After graduating from junior high school, he moved to Tokyo from the Shikoku region and entered an apprenticeship. He learned the job and became independent with his wife. Business does not only thrive during good times; there are periods when performance is poor and bonuses cannot be issued, during which employees encouraged him by saying, 'Let's make this a profitable company.' When bonuses could not be given, he consulted with the president, and I began to help with building the company's foundation. Most of the executives had only completed junior high school. However, they were honest and hardworking individuals. Everyone struggled with the unfamiliar task of building a management foundation and took on the challenge. It took 40 years to establish the company, but after the foundation began to take shape, there was rapid growth. Through the president's perseverance, conviction, and foresight, the company has now grown into an indispensable leading company in the environmental sector for the region. That president shares his dreams with his employees. He speaks about it with genuine joy. I truly believe that growing during the twilight of a business leader's life is a wonderful thing.

  • Management Seminar
  • Management Skills Seminar

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Human resource foundation strength <Showing work standards is the standard of education in the 21st century>

Human resource foundation strength <Showing work standards is the standard of education in the 21st century>

WHY is more important than WHAT and HOW! A crucial perspective for improving practical work skills.

We would like to introduce our consulting category "Enhancing Company Foundation Strength through Human Level Up (Human Resource Foundation Strength)." We will assess the necessary environment and systems for developing human resources, as well as practical methods for employee development, and propose the required systems. To make it easier to teach work, it is essential to break down the tasks. Breaking down work means understanding the types of tasks and clarifying the means and methods of task execution. 【Basic Concepts】 ■ The foundation of human resource development is the three types of growth. ■ A manual for developing human resources to a certain level within a specific period. ■ Showing the standards of work is the benchmark for education in the 21st century. *For more details, please download the PDF or feel free to contact us.

  • Other services

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Organizational Work Capability <21st Century Team Management Style>

Organizational Work Capability <21st Century Team Management Style>

The style of managing the team with all members involved is shared management!

We would like to introduce our consulting category "Patterning Organizational Management to Drive the Company (Organizational Work Capability)." We will check the current rules, standards, and systems necessary for a company to operate as an organization, rather than as a sole proprietorship, and provide our proposals. In a mature society where work is becoming more complex, all employees working within an organization are required to perform two types of work: operational tasks on the ground and tasks that drive the team. [Basic Concepts] ■ Organizational management, a critical challenge for the growth of small and medium-sized enterprises ■ 21st-century team management style (Shared Management) ■ There are golden rules for generating performance on the ground in small and medium-sized enterprises *For more details, please download the PDF or feel free to contact us.

  • Other services

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Building and disseminating management philosophy

Building and disseminating management philosophy

The role of a philosophy is to indicate the standards of the company's way of thinking and the criteria for actions.

We would like to introduce our consulting theme, "Building and Promoting Management Philosophy." The management philosophy is formulated primarily by the management and executives. We also establish a value judgment standard for actions that put this management philosophy into practice on-site, ensuring it permeates throughout all employees. Together, all employees will build a management style based on the management philosophy. 【Implementation Themes】 ■ Formulation of Management Philosophy ■ Creation of Action Standards for Management Philosophy ■ Methods for Practicing the Philosophy on-site ■ Formulation of Departmental Philosophy *For more details, please download the PDF or feel free to contact us.

  • Other services

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Basic policy on company management to understand value judgment criteria.

Basic policy on company management to understand value judgment criteria.

A barometer of companies with strong shared value judgment criteria! The source of how they think and how they act.

We would like to introduce our consulting theme, "Basic Policy on Company Management to Understand Value Judgment Criteria." Value judgment criteria are the standards for thinking about necessary matters when working and the standards for making decisions when taking action, rooted in the management philosophy and vision. We will summarize the value judgment criteria for company management that must be cherished based on the significance of our company's existence and future developments. 【Implementation Themes】 ■ Analysis of the DNA that our company should inherit ■ Essence analysis of the management philosophy ■ Selection of types of basic policies regarding company management ■ Formulation of basic policies regarding company management ■ Study session for understanding the basic policies *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant

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The Golden Rule System for Achieving Team Performance

The Golden Rule System for Achieving Team Performance

Just having a philosophy is not enough to achieve results! The minimum necessary system for small and medium-sized enterprises to generate performance.

We would like to introduce our consulting theme, "The Golden Rule System for Creating Team Performance." As a team, it is essential to track the discrepancies in team goals every quarter and to consider and implement the performance determinants that will bridge those gaps. This is the key to building performance. To improve performance, it is important to thoroughly understand the five points: departmental policy, product strategy, tactics, combat, and environmental maintenance, and to systematize them in a way that suits your company. 【Implementation Themes】 ■ Formulation and operation of departmental policies ■ Formulation and operation of product strategies ■ Formulation and operation of tactics ■ Formulation and operation of combat ■ Formulation and operation of environmental maintenance *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant

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Creating interdepartmental coordination functions to secure profits.

Creating interdepartmental coordination functions to secure profits.

As the company grows, the first step is to standardize value judgment criteria and business processes within the department!

We would like to introduce our consulting theme, "Creating Interdepartmental Coordination Functions to Secure Profits." We will establish the basic cycle of our company's work and define the roles and values of each department. Additionally, we will set points of collaboration with other departments for each department. By defining the roles and values of each department based on the basic work cycle, the scope of work for each department will become clear, creating an environment that facilitates organizational management. 【Implementation Themes】 ■ Explanation of the basic work cycle ■ Examination and determination of the basic work cycle ■ Discussion and determination of the draft roles and values of each department ■ Examination and determination of points for interdepartmental collaboration *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant

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[Column] Why is cash flow chronically difficult?

[Column] Why is cash flow chronically difficult?

I would like to introduce a column article.

This is because no one but the president is considering cash flow. Cash flow refers to understanding the situation of incoming and outgoing funds in the future and quickly taking balanced measures. "Without sales, there is no business; without funds, there is no sustainability." This is a fundamental principle of management, and it must connect as naturally as breathing in and out. The inability to connect leads to the struggles of managers. A common trait of companies that fail to connect is the prevalence of specialists who are overly focused on their own areas of expertise. Specialists are those who have no interest beyond their own fields and pay no attention to other strategies necessary for running the company. They may be involved in sourcing materials, producing products, and selling them, but they only care about delivery and inspection, completely ignoring the subsequent collection of payments and payment for purchases. Such individuals will likely insist that when the company runs out of funds and cannot issue bonuses, they have worked hard and increased sales, so why is this happening? The principle that management cannot exist without funds is fundamental, and the lack of awareness regarding cash flow makes the situation even more troublesome.

  • Management Seminar
  • Management Seminar

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[Column] Why are small and medium-sized enterprises' organizations fragmented?

[Column] Why are small and medium-sized enterprises' organizations fragmented?

I would like to introduce a column article.

This is because there is no recognition that "companies are living entities." Being disjointed means not being unified. The basic flow in organizational management is (1) purpose (2) goals (3) policies (4) organization (5) plans (6) roles (7) schedules (8) implementation (9) results (10) distribution. When replaced with management measures, this becomes management philosophy, vision, management policy, and management. Recently, small and medium-sized enterprises have been creating philosophies, drafting management plans, revising wage systems, and introducing management systems, yet they still remain disjointed. This is because each management measure is constructed on a whim, resulting in a patchwork state full of mismatches. For example, there is no correlation between the content of the plan and the content of the personnel evaluation, making it ineffective despite the time and effort invested. "Rules and standards mean crossing when the light is green and stopping when it is red," and it is because these are followed that the traffic society functions. Small and medium-sized enterprises become disjointed because they either do not have established rules and standards for running the company, or if they do exist, only a few people know them, or even if they know them, they do not adhere to them.

  • Management Seminar
  • Management Seminar

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Thorough inspection of the unique technology for discovering weapons to fight.

Thorough inspection of the unique technology for discovering weapons to fight.

Strategies for Growing a Company

Because we have unique technologies, we can provide services that are different from our competitors, and the more unique technologies we have, the better conditions we create to win in battles. Every company has unique technologies, and reflecting on them and determining how to develop them is key to building a strategy. To find tomorrow's seeds, we will thoroughly inspect the unique technologies that can be utilized within our company and use them to aid in strategy development. ■ Strategy Strategy is about finding a winning location, deciding on the weapons and methods of combat, and concentrating all available resources on a single point to fight through. - Finding a winning location is the "niche gap area." - Deciding on the weapons and methods of combat involves "discovering and utilizing unique technologies." *For more details, please feel free to contact us.

  • Management Seminar
  • Management Seminar

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 2: Stability Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 2: Stability Period

I would like to introduce a column article.

■Stabilization Period When looking at the stabilization period in terms of sales, it is about 500 million yen for manufacturers, around 1 billion yen for wholesalers, and about 700 million yen for retailers. Entering the stabilization period brings two significant changes within the company. The first is that comparisons to the previous year can begin to be made. The second is that management starts to distance itself from the front lines. In small and medium-sized enterprises, the president leads from the front and drives growth. However, once in the stabilization period, it becomes necessary to have a factory manager to oversee the factory and a sales manager for sales. As a result, the need arises for management to step away from day-to-day operations and shift the company's direction towards organizational management. The number of employees also grows from 10 to 20, and from 20 to 30. It becomes difficult for the president to remain the top leader on the ground indefinitely. The president must shift gears to focus on management tasks. In other words, without building management techniques suited to the company, further growth cannot be expected.

  • Management Seminar
  • Management Skills Seminar

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[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

[Column] Growth Trajectory of Small and Medium-sized Enterprises 8: Growth Trajectory from the Expansion Growth Period

I would like to introduce a column article.

■Growth Trajectory from the Expansion Growth Phase As we enter the expansion growth phase and aim to become a 10 billion yen company, we transition into the expansion growth period. The expansion growth phase allows for a system that can aim for a 10 billion yen company through multifaceted development and the introduction of multifunctional capabilities. To surpass 5 billion and aim for 10 billion, it is essential to enhance the multifaceted development and the content of multifunctionality. Expansion means "to broaden and also enrich the content." Without enriching this content, one cannot become a 10 billion yen company. The growth speed of a company is certainly faster than that of individuals. However, the key is how to eliminate this speed gap. During this period, it is necessary to shed the "management style of the king and the pawn" and give birth to "executive managers." The growth trajectory of small and medium-sized enterprises is from the birth phase to the expansion growth phase. ■A Good Company is One that Continues to Prosper Your company may have dreams and visions such as "I want to surpass 1 billion," "I want to surpass 3 billion," or "I want to surpass 5 billion." On the other hand, there is also the perspective that our company is fine at 700 million. This is one way of thinking. A company is not necessarily a good company because it is large, nor is it a bad company because it is small. A good company is one that continues to prosper.

  • Management Seminar
  • Management Skills Seminar

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[Column] ➃-➁ The President of a Small or Medium-sized Enterprise is Tough and Compassionate

[Column] ➃-➁ The President of a Small or Medium-sized Enterprise is Tough and Compassionate

I would like to introduce a column article.

■Small and Medium-Sized Enterprise (SME) Managers are Tough SME presidents are curious, energetic, tough, and surprisingly youthful for their age. They arrive early in the morning and take the initiative to handle unpleasant tasks themselves. It is quite common for the president to be the one who opens and closes the company. They come in early, start with cleaning, thoroughly read the newspaper, and then get to work. After that, they welcome their employees. At night, they wait for the employees to return, have them report on the day's activities, and finally lock up before going home. Truly, managers work hard. ■Small and Medium-Sized Enterprise (SME) Managers are Compassionate It is difficult to manage a group of self-centered individuals without compassion. Recently, successor managers have been highly educated. When they view SMEs through the lens of the values they have cultivated, the differences in perception can be overwhelming, leaving everyone confused. However, after being an SME manager for 5 or 10 years, one cannot help but become more compassionate. 〇Even if they understand, they sometimes let themselves be deceived on purpose. 〇They want to give warnings, but if they do, the employee might quit. 〇Sometimes they take on debt for others. 〇When an employee has a child, they share in the joy and tears as if it were their own child, showing a high level of empathy. Things that would be unthinkable in large corporations happen regularly. Therefore, on the flip side, the sense of unity centered around the president becomes stronger.

  • Management Seminar
  • Management Skills Seminar

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How to Approach Consulting

How to Approach Consulting

The process leading up to management consulting.

1. Inquiry Please fill out the necessary information in the inquiry form and submit it. 2. Meeting and Hearing - We will take the time to meet with you at your company and discuss your consultation topics. - We will confirm the current state of your company, management issues, desired problem-solving images, future visions, etc. *Since our approach is hands-on, meetings at your company are the norm, but web meetings are also possible. 3. Proposal and Estimate - After the meeting, we will propose a plan to solve your company's issues. - The proposal will include the basic consulting methods, contract duration, and cost estimates. 4. Conducting a Consulting Explanation Meeting within the Company - To promote the effectiveness of the consulting implementation, we are increasingly conducting explanation meetings before the consulting contract. - The explanation meeting will take 60 minutes and will be held in person at your company (any number of participants is acceptable). 5. Contract and Start of Management Consulting - If you are satisfied with the proposal, we will proceed to contract signing. - After the contract is signed, we will promptly start the management consulting.

  • Management Seminar
  • Distance learning/E-learning

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