村上経営コンサルティング List of Products and Services

In '90% of a Company's Future is in the Financial Statements,' practical knowledge that you can use right away is explained simply. No complicated accounting terms are necessary. To ensure that even beginners can understand, technical jargon is minimized, and clear explanations are provided using concrete examples. Many business owners feel that after reading this book, they can 'correctly control the future of their company using numbers.' Even when sales are increasing, funds may not be growing. By learning the pathway to solve this troublesome issue through this book, you will gain the ability to steer your company's future more confidently. [Effects] ■ Improved cash flow, avoiding unnecessary borrowing ■ Accurate understanding of the company's current situation, leading to more precise management decisions ■ Increased confidence in negotiations with banks and business partners ■ Realizing that 'troublesome' financial management is actually simple ■ Freed from the anxiety of cash flow, allowing you to focus on your core management tasks *For more details, please refer to the related links or feel free to contact us.

• Management consultant/Small business consultant
• Technical and Reference Books

Our company offers "Small M&A (Business Succession) Consulting." The program consists of two individual themes: "Seller Advisor (FA/Agent)" and "Buyer Advisor (FA/Agent)." If a solid business succession plan can be established in advance, you will be able to focus solely on the smooth transition of management as the predecessor business owner, without any concerns. Please feel free to contact us when you need our services. 【Features】 ■ Solutions that reveal how to maintain the employment of employees who have worked with you for a long time. ■ Solutions that show how to avoid losing the important company you have built over the years. ■ Solutions that prevent passing on significant debts to your children. ■ Solutions that alleviate concerns about retirement as a predecessor business owner. *For more details, please refer to the PDF materials or feel free to contact us.

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We offer "Consulting for Strengthening Fundraising Capability." The likelihood of obtaining financing when you want to borrow has significantly increased compared to before. Additionally, if there is a person you want to consider as a successor candidate, it is possible to instill a managerial mindset during the process of building relationships with financial institutions. The program consists of five individual themes, all of which are closely related. Therefore, we recommend clarifying your company's issues in a consultation session before deciding on the themes. 【Five Individual Themes】 ■ Theme 1: Fundraising Support ■ Theme 2: Financial Institution Accompaniment Support ■ Theme 3: Business Plan Preparation Support ■ Theme 4: Monthly Business Report Preparation Support ■ Theme 5: Financial Institution Development Support *For more details, please refer to the PDF materials or feel free to contact us.

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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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"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.

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One of the words that recent corporate executives are interested in is "deterioration of corporate value." In simple terms, it means that due to corporate misconduct, the credibility of the company is lost, leading to a significant drop in stock prices, and as a result, the company's market capitalization is greatly reduced. When written this way, some small and medium-sized enterprise (SME) executives may think, "The deterioration of corporate value is limited to publicly listed companies and has nothing to do with us." However, that is a mistake. Stock prices are merely one measure of corporate value, and corporate value can be assessed by various other metrics. Therefore, even for SMEs, it is essential to be concerned about preventing the deterioration of corporate value. In other words, preventing the deterioration of corporate value is an important management issue that applies not only to publicly listed companies but to all companies, including SMEs. *For more details, you can view the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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In the capitalist society we live in, the terms "sales supremacy" and "profit supremacy" are treated as if they are the common language. When viewed from a different perspective, there is a clear trend that "inefficiency is waste, and the pursuit of efficiency is the correct approach." Recently, the ongoing reports of large corporations' organized misconduct may also be one of the consequences of this emphasis on efficiency. If all employees within a company are solely focused on pursuing efficiency, they may eventually lose the ability to judge whether their actions are efficient or not, leading to a sense of exhaustion. Ultimately, the entire organization may suffer a breakdown similar to metal fatigue. Therefore, it is worth deliberately incorporating "inefficiency." *For more details, you can view the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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In recent years, I often hear the phrase "Managers must be strong with numbers." This phrase that connects managers with numbers seems to stem from the assumption that "managers are inherently not strong with numbers." So, what exactly do we mean by the "numbers" that managers must be strong with? In fact, there are "numbers that managers must be strong with" and "numbers that do not require them to be strong." In this column, by defining the vague term "numbers," we will clarify what the numbers are that managers should face, namely, what are the "numbers they must be strong with." *For more details, you can view the related links. *For more information, please refer to the PDF document or feel free to contact us.

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The phrase "transparent management," which is commonly used, can be said to carry a positive image regarding corporate management. Its purpose is to eliminate the gap between management and employees, uniting the entire company as one. However, there are various approaches to this transparent management. As part of a manager's role, it is very important to continue expressing passionate thoughts. However, it is equally crucial not to keep specific performance metrics exclusive to the management team but to share them with employees, allowing them to have clear goals for contributing to profits. This is very important. The choice of management style is up to the manager, but I sincerely hope that they will continue to ignite the seriousness of their employees. *For more details, you can view the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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The term "scrap and build" has various meanings depending on the context in which it is used, not limited to store closures. It means "to break down the current situation and create something new," with the goal of breaking through a deadlock in the current state. A typical example of this term used in corporate management is when companies in the food and retail industries are expanding their locations, and some of those locations become unprofitable, leading to the prediction that they cannot be recovered in the future. In such cases, the unprofitable locations are closed (scrap), and new locations are created (build). In this scenario, there are always cost burdens that would not have occurred without the scrap and build process. Depending on the situation, these costs can be quite significant. Therefore, unless a manager is strategically choosing to implement scrap and build, they typically take measures to avoid it by accumulating various hypotheses and validations. *For more details, please refer to the related links.* *For more information, please check the PDF materials or feel free to contact us.*

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When I meet with business owners, I sometimes hear them say, "Our employees frequently demand improvements in their treatment, and I'm often troubled because it takes a lot of time to address these requests." In this context, the demands for improved treatment specifically include things like "I want a raise," "I want a bigger bonus," "I want higher overtime pay," and so on, which can seem endless like a "give me" mentality. In other words, there is no clear endpoint to these demands. Are these requests for improved treatment from employees unreasonable and selfish? In reality, from the employees' perspective, these demands can be interpreted as entirely reasonable, and there is no right or wrong in that interpretation, even if they pose a dilemma for business owners. In this column, we will explain the demands for improved treatment from employees from both the "employee perspective" and the "business owner perspective." *For more detailed content of the column, please refer to the related links. *For more information, please check the PDF materials or feel free to contact us.

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Have you ever heard of "site win" or "site loss"? Even if you haven't heard of them or don't know the meaning of the terms, that's perfectly fine. In this column, we will discuss something more important than the meanings of these words. When engaging in transactions, it is essential to aim for a site win. Doing so makes managing cash flow easier. This is also one of the important accounting techniques. Many business owners are unaware of this accounting technique and are operating under a site loss without even realizing it. Whether you are constantly making efforts to improve site loss and move towards a site win, or whether you are completely indifferent to it, can make a world of difference in your cash flow situation. *For more details on the column, you can view it through the related links. *For more information, please refer to the PDF materials or feel free to contact us.

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Our company specializes in application support for the Business Restructuring Subsidy. (This service is provided by the Murakami Certified Public Accountant Office, which is affiliated with our company and is a certified management innovation support organization.) Does your company have any of the following concerns? - Considering applying for the Business Restructuring Subsidy, but the details are complex and unclear - Previously applied for the Business Restructuring Subsidy but were not selected, and do not understand the reasons for the rejection - Unsure if your company qualifies and who to ask for guidance If any of these apply to you, please feel free to contact us. 【Service Details】 ■ Application support for the Business Restructuring Subsidy - Support for creating business plans - Support for grant application after selection - Support for performance reporting after selection ■ Review of business plans for the Business Restructuring Subsidy ■ Free advice on whether your company can apply for the Business Restructuring Subsidy *For more details, please download the PDF or feel free to contact us.

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