Our success cases by service
Company and business start up support
Technology consulting companyNew business entry
Since the company has not been able to enter the Japanese market for its global services, new entry to the Japanese market needed to be considered in ordered to become a true global service provider.
We assisted the analysis of the Japanese market for the service, formulation of a business model for entry, and shaping of specific business planning.
Global pharmaceutical companyStart up support for the first product sales in Japan
In order to obtain approval of MAH (Marketing Authorization Holder) for the first product in Japan, a new corporation was established and each function of the company was expected to make a rapid launch with limited resources.
We helped to build an optimal process, implement a system that meets Japanese regulatory requirements, establish cooperative partnership with external vendors, put together various documents and conduct trainings, in order to build a formation to operate from the date of approval. In addition, we worked to resolve various issues that occurred right after the start of operation during the hyper-care period.
Mid-sized electronics manufacturerNew business start up planning and roadmap formulation support
As digital equipments dominate the market, the sales of core business was hitting a ceiling and there was an urgent need to start up a new business that would become the next pillar of sales.
We focused on specific industry and came up with ideas for new products and services (0 → 1), made plans for products and services (1 → 10), developed business models for commercialization (10 → 100) and formulated roadmap for commercialization, based on customer needs and in-house technical analysis.
Corporate and business growth support
Global pharmaceutical companyGlobal operation reform
After completing the structural transformation to a global organization, an operational transformation was in need to become a true global organization.
Through the formulation of strategies as a global organization, the development of optimal processes, the selection of a global single vendor, and the formulation and implementation of a business transition plan, we not only achieved a 30% cost reduction, but also strengthened operational structure and improved quality.
Major retail storeEC business enhancement
With hundreds of stores nationwide, it has grown steadily based on its real store business until COVID epidemic raised immediate needs to strengthen EC business.
We supported the introduction of the new EC system, and then formulated an action plan to strengthen the integration of SCM functions in physical stores and EC business.
Major telecommunication companyBuilding a standard model for group-wide IT
Although a common IT system was implemented within the group, it was still in the introductory stage, and there was a need to refine the approach for further penetration.
Due to the large scale of the entire group, it was not realistic to make customization for individual requirements and therefore, building and deploying a “standard model” was necessary. We helped to clarify the value of introducing the “standard model” based on cases from overseas, created a draft “standard model” workflow for representative businesses, and assisted in deciding a method to implement the “standard model” for the entire group.
Corporate and business turnaround support
Major Japanese PE fundBusiness turnaround support for investee company (manufacturing)
A problem, that has high impact on management had occurred in the manufacturing process of the investee company, and there was an urgent need to investigate the cause, and plan and implement the preventive measures.
Our team stationed in the corporate planning department of the investee company to provide hands-on support for customer correspondence, visualization of manufacturing process, renewal of quality control methods, operational reform, restructuring of the organization, etc., and realized cross-sectional process optimization and operational quality improvement.
Major mass mediaBusiness structural reform
The company was going through management crises for not being able to undertake drastic business structural reforms, while the competitiveness of old media continued to decline due to the changing environment such as spread of digital media.
We showed the simulation of company’s future to foster a sense of crises among management. We then created a transformation scenario based on thorough discussions for “what should be discarded and what should be kept” and facilitated top management to make decision.
Global chemical/materials manufacturerBusiness structure reform for specific business division
In the new mid-term business plan, the division was required to transform its business structure and drastically improve its profit level.
We proposed a structural reform scenario that selects and focuses on high-profit products and high-profit customers by visualizing the profit structure by product group and by customer. Using this scenario as a reference case, we formulated a reform plan by shaping specific measures. Some of the measures were withdrawal from low-profit/low-growth product groups, review and change of business terms with low-profit customers, improvement of cost structure by consolidating business bases.
Corporate foundation reinforcement and construction support
Major financial institutionDesign and deployment of Gemba transformation program
In response to the intensifying competition in the retail financial market, the company was aiming to reinforce customer relationship to a level that could differentiate itself from the competitors.
In order to provide services tailored to customers instead of providing uniform manual based services, we developed a system to improve customer satisfaction from customer’s point of view and a system to manage proposal-based sales. The method was systematized as a program that tens of thousands of staffs (Gemba service providers) can practice in their daily work, and we assisted in implementing and expanding the program nation-wide.
Global machine tools manufacturerOrganization restructure
One of the world’s top-class machine tool manufacturers was facing a major challenge of successor development to replace the top executives who have supported its outstanding on-site capabilities since the founding. The situation was most serious in the production department, where the highest priority was placed on technical capability while management capability development was put off.
We formulated a new mid-term plan to regenerate management capability within the organization and supported the organization redefine its management talent requirements.
Major food manufacturerCompany-wide management reform and culture reform
Having placed emphasis on sales to fight the global competition in the past, the company decided to switch to purpose management centered on CSV by turning attention to society, customers, and employees once again.
We supported the company to promote company-wide culture reform by organizing requirements, creating roadmap and system to realize the change. In addition, we reviewed the important values (WAY), unified problem solving ideology and methodology by implementing Lean Six Sigma, reviewed operation to aim for customer centric value generation, and contributed to other activities such as development and promotion of employee satisfaction improvement programs.