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Management Consulting Product List and Ranking from 31 Manufacturers, Suppliers and Companies | IPROS GMS

Last Updated： Aggregation Period:Apr 08, 2026～May 05, 2026
This ranking is based on the number of page views on our site.

Management Consulting Manufacturer, Suppliers and Company Rankings

Last Updated： Aggregation Period:Apr 08, 2026～May 05, 2026
This ranking is based on the number of page views on our site.

  1. シバタ経営 Aichi//Service Industry
  2. マイスター・コンサルタンツ Tokyo//Educational and Research Institutions
  3. プライムコンサルタント Tokyo//Service Industry
  4. 4 医食農戦略研究所 Okinawa//others
  5. 4 テクノ経営総合研究所 Osaka//Service Industry
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Management Consulting Product ranking

Last Updated： Aggregation Period:Apr 08, 2026～May 05, 2026
This ranking is based on the number of page views on our site.

  1. [Data] Right Person in the Right Place Management: Creating the Strongest Organization シバタ経営
  2. To those organizing lectures and training sessions: "Big Picture Thinking Seminar" シバタ経営
  3. Big Picture Thinking Seminar | How to Live in the Next 5 Years: Drawing a Compass for the Next 5 Years シバタ経営
  4. Management consulting services 医食農戦略研究所
  5. 4 [Seminar] Finding the Strongest Right-Hand Man シバタ経営

Management Consulting Product List

31～60 item / All 84 items

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Management consulting services

Management consulting services

We provide consulting services that meet client needs, such as financial investigations and advice for improving corporate performance, as well as support for creating business plans!

Our company offers a wide range of services including consulting for performance improvement, support for creating business plans, consulting for establishing management systems after acquisitions, and assistance in identifying potential overseas acquisition targets. Please feel free to contact us if you have any requests. 【Consulting Services】 ■ Consulting for management improvement ■ Business succession consulting ■ Business restructuring consulting ■ Financial accounting consulting ■ Financial investigation and analysis for performance improvement ■ Support for creating business plans ■ Financial due diligence (DD) ■ Valuation (stock value assessment) ■ Purchase price allocation (PPA) ■ Assistance in identifying potential overseas acquisition targets ■ Consulting for establishing management systems after acquisitions ■ Support for formulating exit strategies ■ Research and execution support regarding the reorganization of overseas bases ■ Ongoing support based on delegation contracts related to subsidiary management *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant
  • Management Consulting

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[Data] Consulting that surpasses 3 billion yen in annual sales and a scale of 100 employees.

[Data] Consulting that surpasses 3 billion yen in annual sales and a scale of 100 employees.

Stage Up Consulting! Explaining the essence of achieving annual sales of 3 billion yen and surpassing 100 employees.

In this document, we introduce a consulting plan aimed at surpassing an annual sales of 3 billion yen and a workforce of 100 employees. We explain the characteristics and realities of companies with an annual sales of 3 billion yen and 100 employees, as well as the key points for overcoming challenges. Additionally, we provide an overview of organizational diagnostics and a schedule for organizational diagnostics from case study companies that have surpassed an annual sales of 3 billion yen and a workforce of 100 employees. [Contents (partial)] ■ Introduction ■ Preface ■ Characteristics and issues of companies with annual sales of 3 to 5 billion yen and 100 to 200 employees ■ The essence of surpassing an annual sales of 3 billion yen and a workforce of over 100 employees ■ Three principles of form, scale, and four forces *For more details, please refer to the PDF document or feel free to contact us.

  • Management consultant/Small business consultant
  • Management Consulting

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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
  • Management Consulting

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Building a product strategy that drives team performance.

Building a product strategy that drives team performance.

Create a substantiated product to bridge the gap in the difference in amounts and conditions, and formulate practical strategies for its implementation!

We would like to introduce our consulting theme, "Building a Product Strategy that Creates Team Performance." On-site activities involve the acquisition and implementation of advanced performance review methods by each department. Performance review means looking ahead and creating a "product" to address any shortfalls against monthly targets. To achieve this, it is essential to clarify what each department and every employee needs to do; otherwise, performance creation cannot be accomplished. 【Implementation Themes】 ■ Analysis of performance determining factors for each department ■ Development of a unique advanced management system for our company ■ Holding performance review meetings ■ Implementation of a compliance system for decisions made ■ Introduction of a management system to drive advanced management *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant
  • Management Consulting

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Management consulting services

Management consulting services

We provide consulting services that contribute to improving productivity in the manufacturing industry!

Our company provides "management consulting" services, including support for the creation of mid-term management plans, improvement of QCD (Quality, Cost, Delivery) and productivity in the manufacturing industry, as well as marketing and sales channel development. By leveraging the excellent wisdom and know-how of retired corporate executives, we aim to pass on these invisible "intellectual properties" to the next generation, thereby supporting the management strengthening of small and medium-sized manufacturing companies. Please feel free to contact us. 【Support Services】 ■ Support for the creation of mid-term management plans ■ Improvement of QCD and productivity in the manufacturing industry ■ Marketing/sales channel development ■ New product development ■ Skills transfer in manufacturing, etc. *For more details, please contact us.

  • Management consultant/Small business consultant
  • ISO-related consultant
  • Management Consulting

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Supportive IT Leader Development Course

Supportive IT Leader Development Course

Awaken hidden abilities and elevate them into skills that solve management challenges.

We offer a "Supportive IT Leader Development Course" for IT companies that are anxious about the future of the SI industry. Aiming to realize a society where IT engineers can shine brightly, we provide training that helps IT personnel within companies and organizations demonstrate leadership and achieve results. Furthermore, we cultivate supportive IT leaders who can contribute to departmental management through the three pillars of "Mind × Skill × Practicality," going beyond just acquiring knowledge. Please feel free to contact us if you have any inquiries. 【Features】 ■ A one-stop service where coordinators act as the point of contact for client companies ■ Each course content is handled by specialized instructors ■ Tailor-made course design customized to fit client companies ■ Follow-up on actual results in projects and operations through a "Learning Practice Cycle" *For more details, please download the PDF or feel free to contact us.

  • Technical Seminar
  • Management Seminar
  • Business Skills Seminar
  • Management Consulting

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[Column] The Essential Reason Why Changing Orders from Morning to Evening is Indispensable for Small and Medium-Sized Business Owners

[Column] The Essential Reason Why Changing Orders from Morning to Evening is Indispensable for Small and Medium-Sized Business Owners

Explaining the urgent changes that small and medium-sized business owners should implement without hesitation! *Financial risk assessment materials are currently being offered!

"Morning orders, evening changes" is a phrase we often hear. It is commonly used to describe the characteristics of the words and actions of a leader, especially one who leads a group. The basic meaning is that "what is said in the morning is different from what is said in the evening, which indicates instability and unreliability." In this era, "morning orders, evening changes" should be recognized as an essential quality for business leaders, particularly for small and medium-sized enterprise (SME) managers. I am convinced that in advancing our company's management, we should make changes without hesitation to adjust our course more quickly than any competitor. However, simply changing what is said without thought will only increase confusion within the organization, making it impossible to correct the course. What is necessary here is a management plan, specifically a medium-term five-year plan and an annual plan. *For more details, please refer to the related links. *For more information, please check the PDF materials or feel free to contact us.

  • others
  • Management Consulting

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Management consulting services

Management consulting services

Small and medium-sized enterprises should consider "M&A" as an option.

Our company provides management consulting as a consultant to support the launch of new businesses and the healthy growth of existing businesses. We operate on a complete success fee system, and the success fee is eligible for subsidies from the Small and Medium Enterprise Agency. If desired, we can provide consistent support from matching to PMI (Post-Merger Integration) as a registered support organization for small and medium-sized M&A. Please feel free to contact us if you have any requests. 【Services】 ■ Business Diversification ■ Strategic Expansion of Existing Businesses ■ Strategic Reduction of Existing Businesses ■ M&A ■ Tax and Financial Consultation ■ Strengthening Governance *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant
  • Management Consulting

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Business and Customer Value ★Human Resource Management Equation-3★

Business and Customer Value ★Human Resource Management Equation-3★

To consider human resource management in companies, we will examine what a "company" is.

This time, I would like to change the perspective a bit and talk about "business and customer value." The entity that conducts business and creates customer value (the benefits received by customers) is the company. Within that company, human resource management is carried out. To consider human resource management in a company, it is necessary to understand what a "company" is. However, even when we refer to a company, there are various forms and stages. Therefore, to make the discussion easier to understand, this time we will focus on individual businesses, which are the initial or preliminary stage of a company. - The formation of individual businesses - The value brought to customers and marketing - Income and risks of individual businesses - The functions and roles of companies *For more detailed content of the article, you can view it through the related links. For more information, please feel free to contact us.

  • Management Seminar
  • Management Consulting

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[Case] Transition to a Point-Based Retirement Allowance and the Centralized Retirement Mutual Aid System

[Case] Transition to a Point-Based Retirement Allowance and the Centralized Retirement Mutual Aid System

Ensure stable management!! Review of the retirement benefit system linked to wages (final basic salary) → transition to a point-based retirement benefit system ~ Introduction of consulting case studies ~

We would like to introduce a case at Company J regarding the transition to a point-based retirement benefit system and the transfer of qualified retirement pension accumulated assets to the Small and Medium-sized Enterprise Retirement Allowance Mutual Aid System. At the company, there was concern that the retirement benefit amount required for payment would increase at an unexpectedly high pace as employees' years of service continued to grow under the retirement benefit calculation method of "basic salary at retirement × payment rate based on years of service × multiplier based on reason for retirement." Through consulting, the transition to a ★point-based retirement benefit★ eliminated the concern that increases or decreases in basic salary would directly affect the retirement benefit amount, thereby establishing a foundation for operating a merit-based wage system in line with its original intent and purpose. 【Background and Issues】 ■ The previous retirement benefit calculation method resulted in a rapid increase in the amount required for payment. ■ When a negative salary increase occurred, the vested portion of the retirement benefit corresponding to past years of service decreased. ■ The qualified retirement pension was abolished at the end of March 2012, making it impossible to accumulate contributions through loss processing. *For more details, please refer to the related links or feel free to contact us.

  • Management consultant/Small business consultant
  • Management Consulting

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Big Picture Thinking Seminar | How to Live in the Next 5 Years: Drawing a Compass for the Next 5 Years

Big Picture Thinking Seminar | How to Live in the Next 5 Years: Drawing a Compass for the Next 5 Years

First, start with the Year of the Fire Horse! With a passion like flames, become the leading figure of the next era.

Shibata Management Co., Ltd. will hold a "Big Picture Thinking Seminar" as a publishing lecture. When and how to take action. The lecture will cover how to sense risks and seize opportunities, as well as how to cultivate key personnel through headhunting and promotion, envisioning the organization five years from now. We look forward to the participation of many people. Please feel free to contact us if you have any requests. [Lecture Content] ■ Understanding the flow of the "next five years" from the zodiac - Knowing the current position ■ Having your own compass - Unraveling the guidelines for the year of the Fire Horse ■ Realizing the compass - Secrets to ensuring the envisioned compass is realized ■ Building the strongest organization - Organizations and people grow in the right place with the right talent *For more details, please download the PDF or feel free to contact us.

  • Management Seminar
  • Management Seminar
  • Management Skills Seminar
  • Management Consulting

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Management consulting services

Management consulting services

We will solve the concerns of healthcare workers, agricultural, forestry, livestock, and fisheries producers, as well as those involved in each fishing port and agricultural corporations.

Our company provides management consulting in various fields related to agriculture, forestry, livestock, fisheries, healthcare, and food. We collaborate with specialized administrative scriveners, tax accountants, and judicial scriveners within Okinawa Prefecture who excel in each field to meet your needs. Additionally, we assist with management support and M&A. Furthermore, we are engaged in various projects, including the creation of agribusiness and agriculture, production and overall food business production, regional strategy production, CCRC projects, and business support for overseas agribusiness. 【Services Offered (Partial)】 ■ Loan support for small and medium-sized enterprises and sole proprietors ■ Support for the establishment of medical corporations and agricultural corporations ■ Certified farmer agricultural management improvement plans ■ New farmer subsidy application forms ■ Support for agricultural employment application forms *For more details, please download the PDF or feel free to contact us.

  • Other Consulting Services
  • Research and technical staffing
  • Technology Development
  • Management Consulting

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"Inter-industry Learning Network" - "Management Human Resource Development Seminar" Held

"Inter-industry Learning Network" - "Management Human Resource Development Seminar" Held

By demonstrating human power, the leader of the cross-industry exchange "Management Talent Development School" promotes the revitalization of the entire organization!

Our service "exbridge" supports sustainable growth through cross-industry networks and learning opportunities. We address corporate risk management related to compliance, BCP, harassment, and health and safety. Additionally, we hold a cross-industry exchange program called "Management Human Resource Development School." In this program, we deepen learning through dialogue with participants from various industries, focusing on themes such as "organizations that leverage Japan's unique culture" and emphasizing human skills and mindset. 【Benefits of Using Our Service】 ■ Expansion of cross-industry networks ■ Learning in an enjoyable and candid environment due to cross-industry interactions ■ Opportunities to learn about management, human skills, and management practices ■ Learning through problem statements from various expert instructors *For more details, please feel free to contact us.

  • Management consultant/Small business consultant
  • Other Consulting Services
  • Management Consulting

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Free WEB Seminar "Lead Time Reduction Course for Improving Competitiveness"

Free WEB Seminar "Lead Time Reduction Course for Improving Competitiveness"

You can't predict lead times or delivery dates. That can change with the right environment and system!

We will hold a free WEB seminar titled "Lead Time Reduction Course for Improving Competitiveness." Order production × small lot, prioritizing with red, yellow, and green unified. Participants will receive a special benefit: a free trial of "Unified Prioritization with Three Colors." We sincerely look forward to your participation. 【Event Overview】 ■ Date and Time: September 22, 2025 (Monday) 17:00 - 18:00 ■ Capacity: First 100 participants ■ Participation Fee: Free *For more details, please download the PDF or feel free to contact us.

  • Management Skills Seminar
  • Management Consulting

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Free Webinar: Three Questions to Utilize 'Bottlenecks' in Your Company

Free Webinar: Three Questions to Utilize 'Bottlenecks' in Your Company

Resolve your questions in 30 minutes! An expert with 10 years of practical experience in manufacturing and 20 years as a TOC consultant explains 'bottlenecks' through 'three questions from practitioners' answered one by one.

**Three Questions We Will Address This Time** 1. I don't know where the bottleneck is. 2. I don't know how to deal with the bottleneck stopping its operation. 3. The amount that can be produced is determined by the bottleneck, but I don't know what to do about it. In this seminar, we will not provide a basic explanation of "TOC (Theory of Constraints)." Tsuyoshi Ogasawara, who has 10 years of practical experience in manufacturing and 20 years as a TOC consultant, will focus on the questions he has repeatedly encountered in consulting settings. Based on his practical experience supporting numerous manufacturing industries with different environments and business types, he will explain how to think and take action regarding three typical questions surrounding "bottlenecks (constraints)" in a Q&A format. If you are a leader or manager in manufacturing, SCM, production technology, production management, or reform departments, and you are thinking, "In 2026, I want to push forward essential organizational reform and improvement without being distracted by the chaos in front of me. To do this, I want to identify and thoroughly utilize my organization's 'bottleneck (constraint),'” then please take 30 minutes during lunch to resolve your questions and accelerate the momentum for reform!

  • Management Skills Seminar
  • Management Seminar
  • Management Consulting

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Introduction of Practical Consulting Coordinators

Introduction of Practical Consulting Coordinators

Introducing a coordinator who will coordinate optimal consulting.

Techno Management Research Institute has consistently provided practical consulting activities that demonstrate achievement targets with actual results within the contract period since its establishment. We deliver concrete results through solving management issues such as cost reduction and lead time shortening. The coordinators at Techno Management Research Institute will coordinate consulting plans to solve your company's challenges and the most suitable elite consultants for you. For more details, please contact us or refer to our catalog.

  • Management consultant/Small business consultant
  • Management Consulting

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[Corporate Interview] Overseas Interview

[Corporate Interview] Overseas Interview

Aiming to be the number one factory in Southeast Asia!

Kobelco Material Copper Tube Thailand (KMCTT: KOBELCO & MATERIALS COPPER TUBE (THAILAND) CO., LTD.) is an overseas subsidiary of Kobelco Materials Copper Tube Co., Ltd., engaged in the production of steel pipes for air conditioning. After three years of implementing consulting, local employees, who initially felt confused, have begun to show a proactive attitude towards participating in activities. We spoke with President Aoki, who is actively leading the improvement project as part of top management. For more details, please contact us or refer to the catalog.

  • Management consultant/Small business consultant
  • ISO-related consultant
  • Management Consulting

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[Management Innovation Seminar] How to Promote Efficiency Innovation in Indirect Departments

[Management Innovation Seminar] How to Promote Efficiency Innovation in Indirect Departments

To respond to the rapidly changing environment surrounding the manufacturing industry!

In this seminar, we will explain the manufacturing and indirect department reform programs that must be advanced now to respond to the rapidly changing external environment and improve corporate performance. ■ Business owners and executives who have the following concerns are invited to join: - I don't know how to continuously promote the efficiency of indirect departments to reduce manufacturing costs. - The operations of indirect departments have become person-dependent, resulting in a black box situation where the necessity cannot be understood. - We are unable to perform essential tasks such as improving production efficiency, enhancing built-in quality, and proposing manufacturing technologies. - The indirect departments are expanding despite the inability to anticipate an increase in production volume.

  • Management Seminar
  • Management Seminar
  • Management Skills Seminar
  • Management Consulting

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Building non-imitable technological capabilities that create value.

Building non-imitable technological capabilities that create value.

Once again, made in Japan! Creating meaningful value increases the value of products and the company itself!

To create products and services, the manufacturing industry must strengthen its technological capabilities, which are its core strengths. Broadly speaking, technological capability encompasses various meanings. This document provides a detailed explanation of building non-imitable technological capabilities that generate value. It includes comparisons of the contributions of two technologies to competitive advantage, an overview and role of "cumulative technology," and the most important points for strengthening organizational capabilities. Please feel free to download and read it. 【Contents】 ■ Two non-imitable technologies in manufacturing ■ Comparison of the contributions of the two technologies to competitive advantage ■ What is cumulative technology? ■ What is the role of cumulative technology? ■ Functional value and semantic value (hypothetical examples) ■ The most important points for strengthening organizational capabilities ■ Our strengths: management based on philosophy *For more details, please refer to the PDF document or feel free to contact us.

  • Other services
  • Management Consulting

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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
  • Management Consulting

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[Column] Principles for Unifying Organizational Groups ⑤

[Column] Principles for Unifying Organizational Groups ⑤

I would like to introduce a column article.

The policy is the most important core of management operations. The policy is like a railway. To reach a destination as intended, taking a train is more likely to succeed than driving a car. This is because trains have tracks. Even if you drive carefully, you can still get hit, and if there is traffic, you won't reach your destination as planned. The company's policy is to lay down tracks so that all employees can fight with a clear direction throughout the year without confusion. This is embodied in the management plan. This policy is invisible. Therefore, it must be nurtured as if it were a living thing, requiring careful watering and sunlight, or it will quickly wither. A policy truly becomes a "policy" when it takes root and is infused with life. Infusing life means continuously communicating this to employees and ensuring it permeates throughout the organization. A plan with a policy generates joy and fosters growth, making its creation the most important task for management. The positioning of the policy is the fourth principle of unity. 〇 Direction for the future 〇 The core for this year's performance creation. Without a policy, there would be no function to connect the future with the current fiscal year. This would leave employees confused. In terms of management operations, it is crucial and serves as the backbone.

  • Management Seminar
  • Management Skills Seminar
  • Management Consulting

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[Column] Why do employees rely too much on the president?

[Column] Why do employees rely too much on the president?

I would like to introduce a column article.

This is because the value judgment criteria of the management are not instilled in the employees. It superficially resembles the separation of parents and children, but the parent-child relationship eventually evolves into mutually independent individuals. However, employees tend to be overly dependent on the president for too long. In a parent-child relationship, independence is fostered by teaching the values, behaviors, and ways of acting expected of adults. However, in small and medium-sized enterprises, there is a lack of ingenuity in transplanting the management's value judgment criteria to the employees. For example, when it comes to business figures, they do not understand the meaning of the numbers and cannot utilize them. As a result, they distance themselves from the figures, and especially in terms of cash flow, there are too many companies that are 100% dependent on the president. Because they do not know how to make judgments, they end up seeking the president's opinion. The highest decision-maker in the company is the management, and by having many employees understand the management's value judgment criteria, they will be able to make their own judgments. This will reduce their dependence on the president. It is not that employees in small and medium-sized enterprises lack ability and therefore cannot do it; rather, it is simply that they have not done it before, so they cannot do it now. The abilities we ordinary people possess are not significantly different.

  • Management Seminar
  • Management Seminar
  • Management Consulting

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[Column] Two Types of Work Required from All Employees

[Column] Two Types of Work Required from All Employees

I would like to introduce a column article.

The rapid evolution represented by AI will bring new possibilities and benefits to human life, but what is important is not only how to utilize this change but also to define new perspectives and ways of thinking that accompany it, without clinging to past common sense. As times shift, this is only natural. In a mature society where work becomes more complex, all employees in an organization are required to perform two types of jobs: operational tasks and team management. And it is Sure Management that makes this possible. So, what is Sure Management? As diverse leadership is required to move teams, there are increasing cases where a single leader cannot handle the situation. In the current environment, while there is work available, many companies cannot respond due to a lack of human resources (capabilities and numbers). In this environment, it is important not for a few individuals to manage the organization concurrently, but to establish JOB leaders for each necessary role function, enabling all employees to move the team, change the standard level within the organization, and elevate the level of all employees. To achieve this, it is essential to grant authority for each necessary role function and provide opportunities for individuals to take on leadership roles in their respective functional areas.

  • Management Seminar
  • Management Skills Seminar
  • Management Consulting

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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.

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[Column] Characteristics of Companies Where Long-Standing Executives Are Likely to Emerge

[Column] Characteristics of Companies Where Long-Standing Executives Are Likely to Emerge

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■A Company Experiencing Rapid Growth The growth of a company is proportional to the speed of growth of its management, but not to the speed of growth of its employees. As the scale of the company grows, it is necessary to change the gears of organizational management. At that time, it is often the case that executives who have worked hard together since the founding are unable to adapt to changes in management methods such as public management, and signs of power harassment from positions begin to emerge. ■A President Who Is Too Compassionate The management is aware that the growth of the founding executives is slow due to the company's rapid growth. Compassionate managers are patient and endure, but they worry daily about the perspectives of mid-level and junior employees. During the growth phase of the company, where significant changes in steering methods are required for various reasons, gaps within the company frequently occur. ■A Company Where Mid-Level and Junior Employees Are Growing Compared to Founding Members The gap in work capabilities between founding members and mid-level and junior employees has diminished. If founding members lack management skills, the differences in work will disappear, making it difficult for them to maintain their positions and status. *For more details on the column, please refer to the related links. For further inquiries, feel free to contact us.*

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Digital Sales Channel Development Seminar

Digital Sales Channel Development Seminar

Turn the post-COVID era into an opportunity! We will provide tips for your company's sales activities.

This seminar is an online event aimed at strengthening "market development capabilities" using digital technologies, which have become essential for "manufacturing companies" in response to the COVID-19 pandemic. Experts in digital marketing will provide insights and tips for your sales activities, incorporating case studies. Please feel free to contact us if you are interested. 【Seminar Overview】 ■ Session 1: What are the most important factors in market development? ■ Session 2: Methods for market development using digital marketing ■ Session 3: The use of advanced video and its effectiveness *For more details, please refer to the PDF document or feel free to contact us.

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Consultation for Business Owners: "I Want to Properly Evaluate Management Positions"

Consultation for Business Owners: "I Want to Properly Evaluate Management Positions"

Feel free to consult me about management or business operations! There will be no charge until you are satisfied (for as many months as it takes).

The purpose is to address the various anxieties that managers face and, based on various insights, respond from different angles, as if untangling intertwined threads, to gain awareness towards solutions. 【We want to evaluate management positions correctly】 How does your company evaluate management positions? ➀ Based on seniority, with treatment based on years of experience ➁ With a motto of fairness and impartiality, setting evaluation criteria based on results Both of the above are insufficient! Raising the motivation of management positions influences employee motivation, so it is crucial to evaluate and treat management positions correctly above all else. *For more details, please refer to the PDF materials or feel free to contact us.

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[Explanation] Toyota-style (Revised) Problem-Solving Method [Excerpt from Case Studies]

[Explanation] Toyota-style (Revised) Problem-Solving Method [Excerpt from Case Studies]

Can we truly say that the challenges your company has addressed have been "resolved" in the real sense?

Here are excerpts of the "Toyota-style (revised) problem-solving method" case studies. Step 1: "Recognition of the Problem" Step 2: "Understanding the Current Situation" Step 3: "Setting Goals" (How to Create a Pareto Chart) Step 4: "Pursuit of Root Causes" (How to Create a Systematic Diagram) Step 8: "Establishing Results" *For more details, please refer to the PDF document or feel free to contact us.

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Human Resource Management Equation: Marketing and Innovation

Human Resource Management Equation: Marketing and Innovation

An explanation of marketing and innovation as fundamental strategies!

To achieve management goals, specific decision-making on where and how to concentrate management resources such as personnel, equipment, and funds is required, along with concrete actions based on those decisions. The purpose and mission of the business serve as the most fundamental guidelines, acting like a map to the destination. However, having a map does not guarantee reaching the destination. More specific goals, strategies, and methods are needed for the members of the organization to align and concentrate their efforts. *For detailed content of the article, please refer to the related links. For more information, feel free to contact us.*

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Human Resource Management Equation: Management Goal Setting and the Role of Middle Management

Human Resource Management Equation: Management Goal Setting and the Role of Middle Management

Explaining the necessity of a management team that supports top management and the correct way of business succession!

In small businesses, it is common for not only the management executives but also the top management themselves to take on roles in production, development, sales, and other areas. While it can be criticized that the top management becomes half-hearted as a manager by also being a player, in the case of small businesses, it can rather be seen as a sign of a healthy organization. On the other hand, it would be problematic if the top management does not engage with the field, does not meet important clients, and is not involved in development, resembling a "turtle" president in shogi. *For more details, you can view the related links. Please feel free to contact us for more information.

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