"Why is there no money left despite being busy?" - To the managers of subcontracting manufacturing businesses.
Despite having sales, cash flow is tight. This may not be due to a "lack of effort," but rather a "structural issue." Our service offers a "financial dashboard" that visualizes cash flow for the manufacturing industry and provides financial support to guide profit improvement. Based on my experience standing on the front lines as a second-generation successor in the manufacturing industry, I will realize "financial translation" that allows even management who are not good with numbers to make informed decisions. [Currently Free Distribution] "Uncovering the 'Invisible Deficit'! Financial Visualization Checklist" We are also offering a free pre-implementation diagnostic report at this time.
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Busy, yet no money left" — To the owners of first-tier subcontracting manufacturing businesses. This service visualizes the causes of cash flow deterioration and provides a dashboard to align financials with on-site operations, along with support from a former second-generation manufacturing tax accountant, to intuitively and practically develop a profit-oriented structure. ● Features - Financial dashboard that visualizes cash flow - Profit structure diagnosis report that highlights deficit factors - Improvement support through the breakdown of gross profit margins and labor costs - Direct assistance from the representative tax accountant Free bonus Currently distributing the "Invisible Deficit Revealing! Financial Visualization Checklist.
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Applications/Examples of results
【Purpose】 - For small and medium-sized manufacturing businesses that want to escape the situation of "having sales but no money left." - Diagnostic and improvement support to identify the "structure of deficits" that cannot be seen with accounting software or tax accountants. - Financial design support for second-generation and successor managers to become "strong with numbers." 【Examples of Achievements】 - A processing company that had three consecutive years of deficits turned profitable within six months and increased cash reserves. - A company that faced cash flow difficulties after equipment updates stabilized its management by reviewing its gross profit structure. - A president who was weak in finance transformed into someone who can "read and make judgments on financial statements."
Company information
"If things continue like this, the company my father built..." The moment my stomach sinks while looking at the financial statements. The moment I can't sleep at night due to decisions about capital investment. As the second generation in manufacturing, I have witnessed it all. My father counting inventory in the factory corner until midnight. My father sweating as he speaks on the phone with clients just before the payment due date. That’s why I have experienced every role in manufacturing, and even now, as a tax accountant, I continue to study the industry. "The rising cost of materials is affecting gross profit..." "The long payment terms are causing cash flow issues..." For those who are unfamiliar with manufacturing, the seriousness of these issues may not truly resonate. Manufacturing requires solutions that are unique to the industry. Cash flow management considering electronic receivables and promissory notes, the best timing for capital investment, and financial strategies that take inventory into account. These are tailored solutions that only a tax accountant with comprehensive experience in manufacturing can provide. All of this contributes to "helping build a company that won't go under." First, please share your concerns as a manufacturing business owner.
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