マイスター・コンサルタンツ List of Products and Services

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

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

An era that demands strategy. One perspective on this is new business ventures. ■Common points of failure in new business ventures: (1) Entering a completely unknown field without understanding how to conduct the business or the necessary know-how. (2) Having the financial resources and materials, but lacking suitable personnel. (3) Insufficient understanding of the market and demand. (4) High risk and high return with significant investment amounts. (5) Unclear expectations regarding the investment amount. (6) Misjudging the timing for withdrawal. (7) Expansion into different industries based on the owner's president's unilateral decisions and personal interests. ■Success points from successful examples: (1) Related industries or business types to the current business. (2) Transitioning upstream (manufacturing) or downstream (retail). (3) Growth areas, networks, and timing that align with current trends. (4) Utilizing systems that allow for the incorporation of know-how (such as franchising). (5) Leveraging assets and employees from existing businesses, such as land and buildings. Relying solely on existing businesses that target the same products to the same customers makes it increasingly difficult to achieve appropriate profits. Therefore, one strategic perspective is new business ventures. When new businesses succeed, they can generate significant benefits for the company.

• Management Seminar
• Management Seminar

Companies that have been established for over 10 years invariably possess unique technologies. It is because of these technologies that they have been able to operate for a decade. The perspectives on these unique technologies include: - Technologies for producing goods - Technologies for creating services - Specific technologies in individual fields - Core technologies There are two approaches to competition: "fighting to overcome weaknesses, which is a battle to bring negatives to a zero base," and "fighting to enhance strengths, which is a battle that can build upon positives." Fundamentally, it is easier to achieve results by focusing on strengthening one's advantages. The key point in this approach to competition is unique technology. - Unique technologies that are not found or cannot be replicated anywhere else - Unique technologies that exist in other companies but are outstanding or superior Identifying these unique technologies is one method of strategic development. Because unique technologies enable services that differ from competitors, the greater the number of unique technologies, the better the conditions for winning in competition.

• Management Seminar
• Management Seminar

The revenue generated by staple products and flagship products supports the management foundation of a company. It serves as the source for developing new revenue-generating products and challenges in new businesses, acting as the engine for the maintenance, continuity, and growth of the company. However, the product life cycle is becoming shorter, and the proportion of staple products is decreasing, making it difficult to create new staple products. The image of staple products may give the impression that their contents remain unchanged and are consistently supported, but most staple products undergo numerous improvements, expanding their fan base each time and growing into long-selling items. In other words, by refining existing staple products rather than just creating new ones, companies can acquire new fans and further establish these products as staples. 〇 What are your staple products? 〇 What are your flagship products? While developing new products is important, it is also essential to enhance existing staple and flagship products that are already strengths (or were strengths) to make them even stronger.

• Management Seminar
• Management Seminar

No matter how wonderful a product you create, it means nothing if you don't win. While many small and medium-sized enterprises develop excellent technologies and products, if they misjudge the arena in which they compete, they will only have their know-how stolen and be pushed aside, no matter how good their technology or products are. If you don't identify a winning arena, your approach to fighting will be flawed. A large creature like a whale can swim in the Pacific Ocean, but if a water strider ventures into the Pacific, it will be immediately swallowed by the waves. It is better to act confidently in a small puddle. Even in a muddy puddle, if there is no one else inside, you can win. This is the way to fight, and the principle is to win in an arena where you can win. From the perspective of market size, considering niche areas and gaps, the current market size for niche areas is changing to 3 billion yen. A certain major corporate group has established a criterion for new business development that any venture that does not reach an annual sales of 3 billion yen within three years will be withdrawn. Conversely, this means that they will not enter markets with annual sales of less than 3 billion yen. Incidentally, Kobayashi Pharmaceutical, known for product development, is developing products that can win in a 1 billion yen market.

• Management Seminar
• Management Seminar

The four policies are customer policy, product policy, pricing policy, and sales policy. The customer policy first clarifies the meaning and definition of the customer as understood by the company. The customer policy determines the product policy, unit price policy, and sales policy. In the case of clothing, customers can be categorized into: - Young working individuals - Middle-aged housewives - Moms' friend generation and so on. This categorization affects everything from product assortment, advertising strategy, services, store design, to distribution channels and sales methods. In other words, it determines who you want to sell to. This, in turn, changes the product, unit price, and sales approach entirely. Fast, delicious, and cheap. These are the keywords for standing soba shops in front of the station. The order of importance is that speed comes first, deliciousness second, and price third. Standing food is for those in a hurry, while those with time do not opt for standing food. Customers have the assurance that the prices cannot be high. In other words, the choice of restaurant is based on the value placed on being served food quickly. Poor quality food is out of the question for food establishments. Customers will not come for fast and cheap if the food is bad. Even if it’s cheap, if it takes a long time to serve delicious food, hurried customers will not stop by. This is also a product, pricing, and sales policy based on customer policy.

• Management Seminar
• Management Seminar

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

It is not that one cannot do something due to a lack of ability, but rather because they have never done it before, do not know how to do it, or have not yet made it a habit; it is simply a difference in learning ability. To raise the growth level of a group of people in small and medium-sized enterprises with inferior basic abilities, creating an environment for the corporate foundation is the quickest way. Until the company is established and there are a few customers and products, the president's efforts can somehow keep things going. They can bring together a small group of people with strong personalities and attitudes who cannot do the obvious. However, when the company reaches a stable period and begins to increase its employees, without a management foundation, it becomes difficult to demonstrate "power as a unified body." At that point, the gifts brought by expansion in scale become only risks. In other words, creating a management foundation means solving the weaknesses of small and medium-sized enterprises, such as inconsistent methods, a lack of know-how within the company leading to dependency on specific individuals, and the inability to maintain decisions. This means creating an environment where it is easier for many employees to do what is considered normal.

• Management Seminar
• Management Seminar

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

Small and medium-sized enterprises (SMEs) have no leeway, and they must take action on human resource development in a state of urgency as they grow and distortions arise within the company. The growth of SMEs is proportional to the speed of growth of their management, but it is not proportional to the speed of growth of their employees. The conventional development pattern involves assigning department heads and, if they fail, providing education, but one must realize that it is already too late at that point. When aiming for company sizes of 500 million to 1 billion, 1 billion to 3 billion, 3 billion to 5 billion, and 5 billion to 10 billion, it is necessary to change the gears of organizational management. In terms of scaling a business, if we look at it from a human perspective, elementary school students have food and clothing that match their lifestyle habits and physique, while middle school students have food and clothing that suit theirs. No matter how similar the food is, elementary school students do not need the same quantity as growing middle school students. Similarly, companies must implement measures appropriate to their scale; otherwise, they cannot operate healthily, and cracks will begin to appear everywhere. At this stage, where a significant change in steering methods is required for various reasons, gaps within the company frequently occur.

• Management Seminar
• Management Seminar

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

It's not that they lack ability; they simply haven't experienced it before. The management style of small and medium-sized enterprises is that of a playing manager, who manages while doing the work on-site. To use a soccer analogy, it's like someone who thinks about strategies such as player substitutions while kicking the ball on the field, but in reality, there are no playing managers in the world of soccer. Employees of small and medium-sized enterprises become managers once they are capable of doing the on-site work. They do not select someone who seems capable of management from the start. Moreover, there is no management curriculum in Japan's compulsory education. Consequently, if students serve as captains in club activities during their school years, they learn methods through experience, but only a very small number of people get to experience this. In other words, many department heads are thrown into management without prior experience when they are told to take on the role. In large companies, employees receive various training as they are promoted to higher positions to prepare for their roles. If we think of it in terms of a driver's license, they obtain a provisional license and then challenge themselves with management, but small and medium-sized enterprises do not have that luxury and experience management for the first time in a real situation, so it is only natural that things do not go well.

• Management Seminar
• Management Seminar

Participation means thinking for oneself, making judgments, taking action, and accepting responsibility. It involves suffering, enjoyment, joy, and a sense of fulfillment from being needed. In small and medium-sized enterprises, there are basic hierarchical levels such as owners, executives, senior staff, mid-level employees, and general employees. Although each has different roles, the effort of all employees towards the same goal remains unchanged. A common issue in small and medium-sized enterprises is that "the management's policies do not permeate thoroughly." This phenomenon occurs because there is no employee participation mindset. Recently, more companies have been creating management plans, but there are commonalities in the methods of companies where policies are not permeated or thoroughly implemented. In such cases, the owner creates the management policy, sets numerical goals, and then holds a presentation. While this approach is good for the owner in terms of summarizing policies and numbers, problems arise in the point of concretization. This is because the owner creates it alone, leading to the absence of the "functions of product strategies, tactics, and operations that embody the policy" within the company.

• Management Seminar
• Management Seminar

It is the difference in the quality of basic employee behavior. Starting the same type of business in the same region at the same time means that the selection of products, regions, and the timing of the start are the same. Yet, differences in performance arise in company management. I have had several cases where I assisted Company A and Company B, which started in the same industry and region at the same time (though at different times). The characteristics I felt at that time between growing companies and those that cannot grow are that employees of growing companies have developed the habit of taking notes without being prompted. However, employees of companies that cannot grow seem to have an unusually good memory and lack the habit of taking notes. Additionally, there is a difference in awareness regarding decisions made within the company. Employees of growing companies have a sense of obligation to adhere to what must be followed, while employees of companies that cannot grow have a low awareness of the established decisions and do not strive to adhere to them. It is not a question of whether the chicken or the egg came first, but if asked whether they have been able to grow because they have grown or have grown because they are capable, the answer would be that they have grown because they are capable. This difference likely stems from the time, wisdom, and tenacity that the management has devoted to raising the foundational level of the human collective within the company.

• Management Seminar
• Management Seminar

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

This is because it does not view wage reform as a company-wide strategy. By only looking at the aspects of the wage system, the essential themes of management do not become visible. The theme that many managers are struggling with is the reform of the profit structure through the variable cost of labor. No matter how much the wage system is revised, if the source of funds does not increase, bonuses will not increase. To increase the source of funds, performance must be examined; otherwise, it will not grow. To be satisfied with evaluations, it is difficult to accept evaluation criteria given by others. Therefore, employees should be allowed to create evaluation criteria based on this period's management policies and goals. For employees, wages are a theme where they are the protagonists. It does not work well because managers struggle alone.

• Management Seminar
• Management Skills Seminar

We will introduce the perspective of our company's Meister: "Why do wage reforms in small and medium-sized enterprises fail?" The issue arises because the wage theme is viewed solely from the aspect of the wage system, which obscures the essential themes of management. Many business owners are troubled by the "reform of the profit structure through the variable cost of labor." To achieve this, the following three points are crucial: 1. Building control techniques for labor costs, which account for the largest share of fixed costs, 2. Thoroughly instilling the philosophy that there can be no distribution without productivity, 3. Focusing on four key points for converting to variable costs (building management techniques, reviewing personnel composition ratios, wage reform, and reassessing personnel treatment and employment types). In other words, the conversion of labor costs to variable costs cannot be solved solely through the wage system; a company-wide reform is necessary. Recently, many small and medium-sized enterprises have been implementing various management measures such as operational management of business plans, personnel evaluation systems, competency requirement documents, and performance evaluations. However, these initiatives are often disjointed and resemble a mandala pattern, lacking a systematic approach, which leads to failure. In reality, the situation in many small and medium-sized enterprises is that "the business plan is unrelated to the personnel evaluation sheet" and "there is a weak connection between the business plan and performance evaluation." *For more details, please download the PDF or contact us.

• Management consultant/Small business consultant

We would like to introduce the perspective of our Meister: "Unique technology for creating weapons to fight." Simply providing existing products using existing methods in existing markets will inevitably lead to a decrease in sales, a decline in gross profit margins, and a lack of profitability. ● What would happen if Toyota no longer produced cars? ● What would happen if Nippon Steel no longer produced steel? In 2003, Fujifilm's President, Shigetaka Komori, instilled a strong sense of crisis among executives and shifted the focus towards nurturing new growth businesses. This marked the beginning of Fujifilm's two-year transformation of its business structure, referred to as "the greatest escape from the existing decline disease." *For more details, please download the PDF or contact us.

• Management consultant/Small business consultant

We would like to introduce the perspective of our company's Meister: "Marketing Strategy Based on a Concept." The basic value is the foundation of brand value and refers to the fundamental quality of a product. For watches, it means accurately keeping time; for food and beverages, it means being safe; for automobiles, it means having functions (such as speed, passenger capacity, and load capacity) and safety that match the intended use. First, the recognition of this basic value being perfectly present is where it all begins for the user. However, if it ends with just this basic value, it becomes a commodity. *For more details, please download the PDF or contact us.

• Management consultant/Small business consultant

Training 5,000 playing managers; a total sales record of 20,000 copies for the Playing Manager series book! Bestselling book on playing managers Free giveaway project

• Management consultant/Small business consultant

Just as there is technology in manufacturing, there is also technology in management. Small and medium-sized enterprises, which are heavily influenced by external environments, cannot sustain themselves solely on the president's motivation and effort; they must build management technology. In other words, it is essential to break away from ad-hoc management and create rules, standards, and systems that will generate profits; this is the technology of management. This book proposes a management technology that captures the realities of small and medium-sized enterprises during a low growth period and offers suggestions for establishing the necessary "infrastructure for corporate foundations" to successfully create a company that fits their own scale. It is a practical book that I hope many managers, executives, and leaders will read thoroughly.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Creating Our Rules BOOK." The key to creating a comfortable workplace is the sharing of value judgments. Our Rules BOOK creation involves developing and implementing the necessary value judgment criteria for that comfortable workplace. 【Implementation Themes (Partial)】 ■ Explanation of our rule creation ■ Discussion and decision on the method of creating our rules ■ Explanation of the method for creating company overview ■ Explanation of the method for creating value judgment criteria for company management measures ■ Explanation of the method for creating basic policies regarding company operations ■ Explanation of the method for creating workplace rule books *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Creating Video Manuals for On-Site Operations (in 105 languages for foreigner support)." We aim to build video manuals tailored to specific tasks, allowing individuals to learn the knowledge and skills necessary for their field of work and aspire to become professionals. The goal is to quickly understand the basics of work as a member and acquire the foundational skills to excel in frontline operations, as well as to gain the knowledge and skills needed to become a professional. 【Implementation Themes (Partial)】 ■ Explanation of creating video manuals for on-site operations ■ Examination and determination of methods for developing human resource training know-how ■ Explanation of methods for developing human resource training know-how ■ Establishing a system for creating human resource training know-how ■ Confirmation of the draft of the developed human resource training know-how ■ Completion of human resource training know-how *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme "Creating Various Business Manuals." Business manuals are a convenient tool that establishes the basics of operations. By standardizing operations through manuals, even employees with little experience can perform their tasks adequately. 【Implementation Themes (Partial)】 ■ Explanation of various business manuals ■ Examination and determination of the purpose and goals of the business manuals ■ Establishing a system for manual creation ■ Understanding the current work situation and examining/improving analysis ■ Confirmation of the draft manuals created ■ Completion of the manuals *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

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

We would like to introduce our consulting theme, "Creating the Necessary Functions for Organizational Management to Grow the Company." First, based on the current situation and future vision, we will examine the necessary functions (departments) required for overall management and develop the end functions of those departments. Next, we will consider the capabilities, experience, and availability of personnel needed to implement the necessary functions (departments) and end functions, and we will determine the appropriate measures. 【Implementation Themes】 ■ Explanation of the necessary functions for organizational management ■ Examination and determination of necessary functions at the company-wide level ■ Examination and determination of the framework for developing end functions in each department ■ Examination and determination of the development of end functions in each department ■ Examination and determination of measures for developing end functions *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme "Report System Development." No matter how well a management system is established, the fundamental action that is absolutely essential for its smooth operation is reporting. To ensure that reporting operates smoothly across the entire company and to maximize the effectiveness of management, we will develop a reporting system. 【Implementation Themes】 ■ Explanation of the reporting system ■ Examination of the reporting flow needed for your team ■ Organization of the reporting patterns necessary for your team ■ Examination and decision on the reporting system ■ Explanation of the reporting system to the entire company ■ Implementation of reporting training *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Sure Management System to Mobilize the Entire Team." Management is the framework of a company, and by introducing rules, systems, and structures into the organization, it serves as the key to controlling the movements of the organizational group. We will reduce the management balance ratio to below 60% and delegate management to the members, thereby decreasing workload and establishing a Sure Management system that mobilizes the entire team. 【Implementation Themes (Partial)】 ■ Explanation of the Sure Management system ■ Survey of tasks that mobilize the team ■ Organization of the list of tasks that mobilize the team ■ Review and decision on the list of tasks that mobilize the team ■ Confirmation of the current employee responsibility balance based on the list of tasks that mobilize the team ■ Proposal for changes in responsibilities for tasks that mobilize the team *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

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

We would like to introduce our consulting theme, "Hierarchical Education Program." This is an education program based on the knowledge and skills necessary for management and operations at each level of small and medium-sized enterprises. The levels are divided into four categories: (1) for business owners, (2) for successors, (3) for executive management, and (4) for mid-level employees. 【Lineup】 ■ Hierarchical Education Program for Business Owners ■ Hierarchical Education Program for Successors ■ Hierarchical Education Program for Executive Management ■ Program Series for Mid-Level Employees *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Training for Developing Playing Managers." We propose a system of shared management where the work of moving the team is shared by all team members, allowing the entire team to be engaged in the process. Following the golden rules for achieving results, we will establish a pattern for managing your team. 【Lineup】 ■ Seminar on Work Techniques for Playing Managers (A group training style with participation from multiple companies) ■ Training for Developing Playing Managers (A training style conducted solely for individual companies) *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Junior Board System for Developing Future Management Executives." We select and implement individuals who will become management executives and department heads in three years, equipped with the sensibilities of a new era. The Junior Board System is significant as it allows for consideration of medium- to long-term strategies, somewhat detached from the existing organization. 【Category Themes】 ■ Organizational Management ■ Human Resource Development ■ Profit Generation ■ Foresight and Manufacturing Capability ■ Dream Creation *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Basic Action Literacy Improvement Program." In the 21st century, where there are no clear answers, it is necessary to raise and change the standard level of what is considered normal. Literacy refers to the "21st-century skills of reading, writing, and arithmetic." In the 21st century, a time without clear answers, there are new fundamental actions that need to be understood. This program is designed to address that need. 【Category Themes】 ■ Understanding the perspectives necessary for the 21st century ■ Understanding management measures to be implemented in the company ■ Understanding basic actions ■ Understanding human resource development and team level enhancement ■ Engaging with management thinking to elevate the perspective level of how to view things *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "OJT System for Skill Enhancement in On-Site Operations." The belief that "you should personally steal and learn from the methods of your seniors" is a subjective way of thinking and does not lead to the improvement of skills on-site. It is essential for the company to create a list of jobs, clarify the necessary skills for those jobs, and implement a company-specific OJT to enhance the level of work on-site. 【Implementation Themes (Partial)】 ■ Explanation of the OJT system for skill enhancement ■ Survey of job list (skill map) ■ Organization of job list (skill map) ■ Review and decision on job list (skill map) ■ Inventory of current employees' capabilities based on the skill map ■ Planning of OJT *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Human Resource Development System Formulation." We will develop a manual for nurturing talent that allows anyone to grow to a certain level, thereby training new employees. If the teaching methods vary among instructors, even with a set theme to be mastered within a certain period, the growth of new employees cannot be expected. We will build a human resource development system from the perspective that anyone can teach and help new employees grow to a certain level. 【Implementation Themes (Partial)】 ■ Explanation of the Human Resource Development System ■ Formulation of tasks to be mastered by each department over specific periods ■ Verification of consistency in tasks to be mastered across the company over specific periods ■ Formulation of methods for mastering tasks over specific periods ■ Establishment of a mentoring system ■ Completion of the new employee training curriculum *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

■Currently, you can watch six themes in the category of the playing manager's work techniques (more themes are planned to be added in the future). Theme 1: The company is a human zoo and is designed to fail. Theme 2: Why does management in growing companies struggle? Theme 3: Why does management in small and medium-sized enterprises fail? Theme 4: Changes in team management and roles of people due to social changes. Theme 5: Share-do management that moves the team with all members. Theme 6: The golden rules for moving people and teams and achieving results. ■Categories planned for future filming: - Management foundation category - Company growth and breaking through sales barriers category - Management techniques category - Organization and team management category, etc. We will be filming various themes, so please be sure to watch.

• Management Seminar
• Distance learning/E-learning

■Keiei Juku Seminar Themes Koji Koike, a master consultant specializing in small and medium-sized enterprises and a representative of Japan's leading management consulting firm, will serve as the instructor. (30 years of consulting experience and interaction with 1,000 companies) Five themes essential for small and medium-sized enterprises will be picked up! - Theme 1: A strong management foundation and system to grow the company - Theme 2: Methods to break through the barriers of annual sales of 1 billion, 3 billion, and 5 billion yen - Theme 3: Human resource development systems of growing companies - Theme 4: In the 21st century, team management that involves the entire team is necessary - Theme 5: The way for small and medium-sized enterprises to survive is value-driven management A seminar focused on the latest case studies! We look forward to your participation. ■Keiei Juku - How to Apply ◆If you wish to apply, please do so from the dedicated website https://m-a-n.biz/seminar02/ ◆After confirming your application, we will send you the Keiei Juku attendance ticket.

• Management Seminar
• Distance learning/E-learning

We would like to introduce our consulting theme, "Signs of Deteriorating Performance and Defensive Measures." By analyzing past complaints and periods of performance decline, we will construct the symptoms and countermeasures related to signs of deteriorating performance. By picking up on the issues related to signs of performance decline, we can promote problem-sharing and visualization among all employees, enabling early countermeasures. 【Implementation Themes】 ■ Explanation of bankruptcy trajectories ■ Improvement exercises for companies with actual performance decline ■ Considering signs of deteriorating performance in our company ■ Discussion and creation of defensive measures for signs of deteriorating performance in our company ■ Explanation of signs of deteriorating performance and defensive measures in our company *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Creating a Management Calendar that Enhances Learning Ability." By categorizing months into earning months, processing months, persevering months, preparation months, and motivation-boosting months, the company gains "clarity." We create our own management calendar summarizing the operational points for these 12 months with all employees. By creating our own management calendar, practical business improvements become possible. 【Implementation Themes】 ■ Explanation of the management calendar content ■ Creation of the management calendar ■ Improvement of routine work ■ Summary of the management calendar at the 6-month mark ■ Summary of the management calendar at the 12-month mark ■ Operation of the management calendar *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

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

We would like to introduce our consulting theme, "Establishing a Meeting System at the Core of Communication." We aim to review the current meeting system and build a framework that facilitates easier movement on the ground. We will define the necessary considerations for various meetings and discussions, the content to be implemented on-site, reporting patterns, etc., enhancing communication skills for collaboration and coordination within and between departments, thereby creating a more open company. 【Implementation Themes】 ■ Building communication pipelines within the company and departments ■ Understanding the methods of meetings, weekly meetings, and morning assemblies ■ Understanding the pre-action steps for meetings, weekly meetings, and morning assemblies ■ Understanding the post-action steps for meetings, weekly meetings, and morning assemblies *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Building and Practicing the Fundamental Actions that Move People and Teams." We conduct workshops to understand the fundamental actions necessary for business operations. We provide know-how to help foreign workers understand these actions. We pattern the methods of fundamental actions that instill the company's unique values, aiming to enhance on-site capabilities. 【Implementation Themes】 ■ Understanding the fundamental actions necessary on-site (creating and understanding a common language) ■ Creation and operation of fundamental actions specific to the company and department ■ Creation and operation of fundamental actions for each site linked to the annual management plan ■ Promotion of the establishment of fundamental actions *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

We would like to introduce our consulting theme, "Building and Operating a PDCA Cycle to Ensure Compliance with Decisions." We practice checking and controlling decisions on-site. We summarize the specific actions for performance measures and management plans as decisions, detailing "who will do what by when and how," and we pattern the management methods that drive each site, as well as the PDCA (especially the check & control) methods. 【Implementation Themes】 ■ Building and Operating a PDCA Cycle ■ Introduction and Operation of a System to Ensure Compliance with Decisions ■ Creating and Operating Management Patterns *For more details, please download the PDF or feel free to contact us.

• Management consultant/Small business consultant

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