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Management Consulting Product List and Ranking from 28 Manufacturers, Suppliers and Companies

Last Updated： Aggregation Period:Dec 17, 2025～Jan 13, 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:Dec 17, 2025～Jan 13, 2026
This ranking is based on the number of page views on our site.

  1. テクノ経営ウェブソリューションズ Osaka//others
  2. AWESOME EYE 三重県本社／大阪事務所 Mie//Educational and Research Institutions
  3. 医食農戦略研究所 Okinawa//others
  4. 奥富興産 本社 Saitama//environment
  5. 5 マイスター・コンサルタンツ Tokyo//Educational and Research Institutions
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Management Consulting Product ranking

Last Updated： Aggregation Period:Dec 17, 2025～Jan 13, 2026
This ranking is based on the number of page views on our site.

  1. What is VPM? A unique management method -VPM- テクノ経営ウェブソリューションズ
  2. Creating an Organization Where Business Plans Are Executed Smoothly for Managers AWESOME EYE 三重県本社／大阪事務所
  3. Management consulting services 医食農戦略研究所
  4. [Column] Why do employees rely too much on the president? マイスター・コンサルタンツ
  5. 4 ICHIDO 奥富興産 本社

Management Consulting Product List

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[TMS Implementation Case] Successfully achieved sales and profit targets for the first time.

[TMS Implementation Case] Successfully achieved sales and profit targets for the first time.

Introduction of examples where the group's sales and profit targets were achieved.

To Japan Software Development Co., Ltd., we would like to introduce a case study of TMS implementation. The company had concerns about introducing TMS, as it would involve using the TMS tool directly in the field, which could create significant ripples in the workplace. After implementation, we received feedback that work has been standardized thanks to TMS, and it has become possible to avoid individual dependency without even being conscious of it. [Case Overview] ■ Effects - In the cloud business that has been running for 10 years, it has started to generate a stable revenue. - The atmosphere within the company has changed as the leadership has begun to actively promote TMS. *For more details, please refer to the related links or feel free to contact us.

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[Company Interview] Domestic Company (14) Mitsubishi Plastics, Inc.

[Company Interview] Domestic Company (14) Mitsubishi Plastics, Inc.

Mitsubishi Chemical Corporation - Successful Case Studies of Manufacturing Reform

The impact of the Lehman Shock has led to sluggish sales, and the increasing inventory is putting pressure on cash flow. To promote active investment, an organization-wide inventory reduction project has been initiated. The purpose of introducing consulting is speed! We interviewed the SCM promotion department that oversees the reforms. (*Excerpt from ASAP 2012 No. 1) For more details, please contact us or refer to the catalog.

  • Management consultant/Small business consultant
  • Other services
  • ISO-related consultant

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[Column] Why can't things that are supposed to be decided be done as decided?

[Column] Why can't things that are supposed to be decided be done as decided?

I would like to introduce a column article.

Decisions made within a company are the first step to motivating people. To achieve this, it is necessary to specify the content clearly; otherwise, people will be confused. Specific decisions should be expressed in terms of proper names, numbers, and goals. Furthermore, it is essential to share the understanding of these decisions. In other words, everyone must have a common understanding of what decisions need to be made in their department this month. To ensure these decisions are implemented, it is necessary to prevent them from being left unaddressed and to conduct detailed checks. There are two methods to achieve this. One is to systematize the process and create people who can enforce it. However, systematization often lacks a clear methodology, and the only enforcement comes from the president's constant reminders. Often, the person in charge on-site does not lead by example, and there is a lack of management work to enforce compliance, with no reprimands for employees who do not follow the decisions. As a result, a culture develops in the company where doing nothing is tolerated rather than being serious about work. Conversely, in companies that adhere to their decisions, individuals are reminded by their peers if they do not comply, fostering a culture of adherence. When this happens, management can focus on the next steps, leading to the company's growth.

  • Management Seminar
  • Management Seminar

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[Column] How to Promote Mid-term Management Plans (3) Creating Multi-layered Performance

[Column] How to Promote Mid-term Management Plans (3) Creating Multi-layered Performance

I would like to introduce a column article.

The way small and medium-sized enterprises fight is often focused on "short-term battles." As a result, short-term strategies tend to dominate, making it difficult to succeed in mid-term developments. Realistically speaking, the driving force behind mid-term product development is also the promoter of annual performance. It is challenging to dedicate oneself solely to mid-term developments. However, if mid-term developments are not pursued, relying only on existing methods will lead to a decline of "10-20%." Therefore, it is essential to engage in both annual performance creation and mid-term development simultaneously; otherwise, there will be no growth in the mid-term. Since there is no specialized function for thinking about and implementing management strategies, a "superman" is needed temporarily to compensate for this gap. This presence creates the history of the company. They are the executives and the senior management.

  • Management Seminar
  • Management Seminar

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[Column] There is no system for managing the organization.

[Column] There is no system for managing the organization.

I would like to introduce a column article.

As the company grows, the workload increases, but an increase in personnel does not necessarily indicate company growth. Training new employees takes time, which can lead to decreased productivity and increased waste. Managers often find themselves overwhelmed with managing their subordinates and become engrossed in on-site operations, leading to exhaustion. This phenomenon is particularly evident in growing companies, where the company may appear to be thriving, but the on-site situation is chaotic. Due to the absence of a system for managing the organization, the company functions like a collection of individual enterprises. Each time the company hits a wall in its growth process, it is necessary to reassess the approach to management. During the startup phase, the president directly manages the operations, but during a period of rapid growth, the role of department heads becomes essential. Once the company enters a stable phase, an organizational chart is established, and departments are solidified; however, it is difficult for the president to step back from on-site management, resulting in many companies being unable to overcome growth barriers. The key points for management in growing companies are to ensure that the number of personnel and the rules and systems are aligned with the increase in workload, as well as for the president to shift away from an on-site-centric mindset and focus on building the company’s structure. Companies that wish to expand healthily must build management techniques appropriate to their scale.

  • Management Seminar
  • Management Skills Seminar

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[Column] The Increase in Work is the Essence of Corporate Growth

[Column] The Increase in Work is the Essence of Corporate Growth

I would like to introduce a column article.

Is this kind of situation not occurring in your growing company, where the number of employees is increasing? The essence of corporate growth is the increase in work. It is not the case that a company grows simply because the number of employees increases. The essence is that a company grows because the amount of work increases. If new people come in and can immediately handle the company's tasks, there would be no problem, but that is not the case. While the number of new employees increases, the upper management is too busy to provide training. However, since the number of employees is increasing, the workplace becomes chaotic, and work becomes concentrated on a few individuals, making them busier than before. A typical example of this is the manager. Managers ideally want to lead their teams, but due to a lack of manpower and being busy, they tend to get stuck in day-to-day operations. As a result, a vicious cycle develops, and playing managers become exhausted. This phenomenon is actually more pronounced in companies that are experiencing growth. In other words, while the company may appear to be growing, the reality is that only players are increasing, and the workplace is in a state of confusion like a kite with its string cut. There is no system to control people and teams, so the workplace operates like a collection of individual businesses.

  • Management Seminar
  • Management Skills Seminar

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[Column] Shedding the Rulebook of Management

[Column] Shedding the Rulebook of Management

I would like to introduce a column article.

There are two main points regarding management transformation in growing companies. The first point is that as the workload increases, the number of people will also increase. Therefore, it is necessary to establish rules and standards and to systematize them. In other words, it is about creating the company's structure. The second point is that the president must break free from being a walking rulebook and promote a change in consciousness to operate the company with all employees. When the entire company is changing, the one who must change the most is actually the management. It is required for the management to break free from being a walking rulebook and to create a company that resembles a company, that is, to operate the company as an organization. If we do not build the skills of management, the president's motivation alone, equating to a rhythm of hard work, will not be enough to overcome the barriers to growth. However, it is important to clarify that those who wish to grow the company in a healthy sense must build management skills that correspond to that scale. A company is not good just because it is large, nor is it bad just because it is small. The crucial point is what kind of company the management wants to create, centered around themselves, that fits their size. It is essential to clarify that intention.

  • Management Seminar
  • Management Skills Seminar

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[Column] Companies with 50 to 100 employees practice multifunctional management.

[Column] Companies with 50 to 100 employees practice multifunctional management.

I would like to introduce a column article.

The management style is a multifunctional development management. It is at a stage where efforts are being made to promote corporate scale expansion through activities and to smoothly operate the internal management aspects. While expanding and growing through multifaceted development and the introduction of multifunctional systems (such as multiple business divisions and headquarters systems), there is often a lack of staff functions, leading to a state of overall functional paralysis. There is a need to subdivide organizational functions, but responses to organizational management, such as work division, responsibilities, operation manuals, and the establishment of various regulations, are lagging behind. Additionally, there is a shortage of human resources to entrust key departmental roles, and the clash between those who struggle with organizational management and those who promote it—between the old and the new—hinders the subdivision of organizational functions, leading to increasing frustration for management. There is an inability to delve deeply into product composition and characteristics that should target specific markets and customer traits, and product development and exploration are also falling behind. Due to the lack of a management foundation to accommodate scale expansion, various turnover rates (accounts receivable and inventory assets) are deteriorating. Furthermore, the liquidity of real assets is slowing down, but many companies are unable to grasp the factors behind this, resulting in reactive responses. As the "old" and "new" clash, if they do not successfully integrate, it will lead to a destruction of the organizational culture.

  • Management Seminar
  • Management Skills Seminar

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[Column] Unique Strategies of Our Company

[Column] Unique Strategies of Our Company

I would like to introduce a column article.

Long-established shops and companies have something in common. That is, the name of the shop or company is more well-known than the name of the owner. Of course, in the early days of establishment, it is the founder's strong personality that paves the way and creates the foundation. As this foundation is passed down through generations, the basic model of the shop or company is formed, solidified, polished, and ultimately, a "unique way of fighting for the company" is established. So, what is necessary for companies with a short history, meaning those currently managed by their founders or second-generation companies? First, it is essential to create a basic model for the company's way of fighting. This basic model is the theory = principles and rules for the company to continue to thrive. It is important to bring this to a level where one knows it, understands it, and can execute it. To illustrate the theory with a baseball example: in the bottom of the ninth inning, with a score of 2 to 1 against, and no outs with a runner on first base, the theory would dictate that the batter should lay down a bunt to advance the runner to second base. Winning teams can execute this reliably, which is why they win. *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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Management consulting services

Management consulting services

We strongly support our customers' diverse businesses from the system and application perspective!

In our "Management Consulting Services," we offer consultations and proposals for advanced ICT implementation and the introduction of FinTech solutions. Additionally, our company specializes in overseas business and is also available for consultations regarding the global expansion of your products and services or entering foreign markets. Please feel free to contact us. 【Related Services】 ■ Vietnam Market Entry Support Services ■ Translation Services *For more details, please download the PDF or feel free to contact us.

  • Management consultant/Small business consultant
  • Translation/Interpretation

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Approach to Developing New Customers

Approach to Developing New Customers

The productivity of acquiring new customers has improved! The sales capability of the organization is enhanced.

Amid environmental changes such as population decline and intensified competition with overseas markets, the expected increase in orders from existing clients has not progressed as anticipated, making the development of new customers increasingly important. However, due to the impact of the COVID-19 pandemic, acquiring new customers has become more challenging than ever. In this training, we will consider methods for developing new customers and reviewing sales strategies for small and medium-sized enterprises to survive in the transitioning environment from with-COVID to post-COVID, using our own company as a theme. [Features] - The productivity of new customer acquisition improves through efficient customer approaches. - The development of new customers evolves from individual skills to organizational skills, enhancing the sales capability of the organization. - By objectively analyzing customer trends within the company, we will formulate hypotheses for new customer acquisition and develop an action plan tailored to our company. *For more details, please refer to the PDF materials or feel free to contact us.

  • Sales Skills Seminar

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Techniques for Building and Operating a Business Plan with Soul.

Techniques for Building and Operating a Business Plan with Soul.

Compress time, effort, and money! Introducing our business menu. *Financial risk assessment materials are currently being offered!

Our consulting menu provides the techniques for building and operating a "business plan infused with soul," and ensures that this system can run autonomously within the company. A "solid financial foundation" means being completely free from the risk of cash shortages. It is a company that can be confidently handed over to successors with pride. Both the party handing over the management and the party receiving it are assured of their company's bright future. Creating as many such companies as possible is also our vision. If you feel the value of our consulting program, we strongly recommend starting with an individual consultation. 【Flow until the introduction of our consulting】 ■Step 1: Application for a free individual consultation ■Step 2: Provision of two years of financial statements ■Step 3: Conducting the free individual consultation ■Step 4: Signing the consulting contract *For more details, please refer to the PDF materials or feel free to contact us.

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Human Resource Management Equation: Bonus Distribution Based on Contribution Level

Human Resource Management Equation: Bonus Distribution Based on Contribution Level

The base for bonuses should be linked to the company's performance! Here is an introduction to the thinking behind individual distribution of bonuses.

Bonuses are not determined by simply multiplying the basic salary by a certain number of months. Instead, the total bonus pool is first decided based on the overall profits of the company. Once the bonus pool is established, it is then distributed to individuals according to their contributions, making it easier to understand as a two-step process. Since bonuses are essentially a way to distribute company profits to employees, it would be ideal to allocate them fairly based on each employee's "contribution to profit." *For more details, you can view the related links. Please feel free to contact us for more information.*

  • Management Seminar

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Human Resource Management Equation: The Role of Top Management

Human Resource Management Equation: The Role of Top Management

Explaining the necessity of sharing management goals and the role that top management should play!

Even small businesses with dozens of employees must have a clear strategy to ensure they achieve results and survive in market competition. Small businesses need to leverage their strengths, find niche markets, and build entry barriers that others cannot breach. By swiftly identifying market opportunities and demonstrating agility in product and service development, they can rapidly gain market share and establish a competitive advantage. They cannot invest resources in large amounts like big corporations. They must aim for the largest possible results with the smallest possible input. This requires meticulous strategy, and for that, objective management goals are necessary. *For more detailed information, please refer to the related links. Feel free to contact us for further inquiries.*

  • Management Seminar

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[TMS Implementation Case] The advantage is that it can be immediately applied to current operations.

[TMS Implementation Case] The advantage is that it can be immediately applied to current operations.

An introduction to examples where the workplace atmosphere has visibly changed.

We would like to introduce a case study of the implementation of TMS at Shimpō Information Systems Co., Ltd. In management positions, "strengthening communication" has been emphasized, and typically, the collaboration between supervisors and employees regarding task requests, instructions, and reports has been effective. However, there was a lack of understanding of "horizontal collaboration," meaning that employees were not aware of the work methods and issues of their neighboring colleagues or other employees within their group. After the implementation, a sense of camaraderie and teamwork emerged, naturally leading to revitalization in the workplace. We have received feedback that the atmosphere in the workplace has visibly changed. [Case Overview] ■ Challenge: There was a lack of understanding of the work methods and issues of other employees. ■ Effect: There has been an increase in time spent thinking about improving productivity and quality. *For more details, please refer to the related links or feel free to contact us.

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