Society Money Strategies / Kuno Kosei

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Social
[Content introduction]
In 1998, an accounting firm that started with only one person could save as much as 3.1 billion yen in net cash in just 26 years.
On average, they have saved more than 100 million yen per year since starting a business.
This was made possible by the "money strategy" that the author has cultivated as a certified public accountant! This book consists of two parts : "Theory" and "Practice". It explains not only how to save money but also how it is indispensable for building a "strong company."
If you're a business manager, you should know the strategy of money.
[Table of Contents]
PrologCreating a Strong Company, Not A Big Company
Part I : Money Strategy Theory
Chapter I Creating a Strong Balance Sheet
01. Strong Companies, Big Companies, and Profitable Companies Where should we go?
02. Understand the business through the flow of money
03. Whether a company is "strong" or "weak" is shown in the BS.
04. What about the BS of a "strong company"? Industry Analysis
05. Are You a "Strong Company"?
[column] Good tax savings and bad tax savings
06. Pros and cons of saving money
07. How do you increase money?
08. How much money have you saved since you started?
09. "A Strong Company"
[Column] A company does not grow because it saves taxes. Tax Trap
Chapter 2 Cash Flow through Investment and Recovery
01. Business Begins with Investment!
02. Business and money ~ Investment and recovery ~
03. Profit and cash are different!
04. Cash flow statement is made from BS
05. Let's look at the cash flow statement of a well-known company
06. How to improve cash flow and generate money
Chapter 3. Product Liability Planning : P (Price Strategy) × Q (Sales Strategy)
01. Source of Making a Strong Company
02. Aiming to be a "Big Company" Does Not Become a "Profitable Company"!
[Column] Companies with a long history have become a declining industry without realizing
03. Sales = unit price × unit quantity unit price determines profit rate!
04. To create a "profitable company," start with PL analysis!
05. What is the "break-even point" that determines the fate of a company?
06. Where do we start to make money more efficiently?
07. Let's analyze the PL of famous companies
08. BS, CF company "BS, CF, and PL Three Key Elements
Part 2 : Money Strategy : Practice
Chapter 4 : All Management Problems Appear in Numbers
01. Numbers are only results. What you give gets?
[Column] What is your creed?
02. Value Cycle Model
[Column] Meaning of having a philosophy
[Column] Do you want to "enjoy" or do you want to live "happily"?
03. A group of competent individuals is not necessarily a competent organization
04. Pinfactories of the Adam Smith
05. What is a competent organization?
06. Specialization is the mechanization of people who can't do what they want to do
07. Organizations need a management philosophy that serves a "common purpose"
[Column] Ball picking
[Column] Managers who don't want to grow the company
08. Employees' "reasons for working" and management philosophy 3 Ishikiri craftsmen
09. Employees need a "vision"
10. Increased productivity creates competition and requires a "differentiation strategy"
11. The true job of a multi-skilled worker is to review organizational processes
12. What is the true job of a manager? Four Roles for Becoming a "Strong Company"
Chapter 5 Creating Strong Companies from the Mid-term Business Plan
01. The First Step in Creating Business Plans Starts with "Making Issues"
02. Companies That Succeed in Making Issues and Companies That Fail
[Column] Companies that bring reality closer to the ideal, companies that pull the ideal closer to reality
03. Budgets are created during the "growth period" and mid-term business plans are created after the "maturity period"
04. Three Requirements for Business Plans to be Achieved
05. Traps in Budget Formulation
06. Drawing the ideal is a leadership issue
07. Now? Business Life Cycle
An era of 08.4 and two innovation entrepreneurs quadrant
[Column] The essence of standardization learned from Mr. Taiichi Ohno
09. The importance of two handed management
[Column] My case
10. Cash flow and product portfolio management (PPM)
11. middle management is the key to innovation!
[Column] Differentiated by combining community-based with venture type
12. Three concepts of strategy
13. What is a culture that allows for failure?
[Column] My subordinates make a business plan and give a presentation.
14. How to make a business plan.
15. The Kuno Method 8 Mass Profit Plan 2 Year Budget
16. The equation of performance for implementing the plan. Strategies are only hypotheses.
Chapter 6 Management Is All About "Practice"
02. Strategies are only hypotheses. Strategies are not carried out. The rice cake with a picture.
03. Organizations are mechanisms for implementing strategies.
04. Strategies are a rice cake with a picture.
05. Most of the success is a problem of strategies, not organizations.
Organization is a mechanism for implementing strategies.
It is a trap by the president that puts emphasis on the independence and independence of employees, but it is not carried out.
[Column] My company is not a business that can be standardized.
06. The PDCA cycle stops at "A".
07. Traps for standardization.
08. Solutions are postponed by teams, not individuals.
[Column] My company is not a business that can be standardized.
09. The ROA management that links finance and action
10. Bottlenecks are extracted
11. Bottom-up management is a structured management.
Don't spend money on the company company's luck.
[Column] My company is not a business that can be standardized.
12.2. The ROA management that links finance and action
10. Bottlenecks are extracted.
11. Bottom-up management is a structured management.
Don't spend money, run the company's luck.
[Column] My company is not a business that can be standardized.
. The ROA management that links finance and action
10. Bottlenecks are extracted.
11. Bottom-up management is a structured management.
Don't spend money, run the company's luck.
13.2. The total wage management that links finance and evaluation
02. The educational system links finance and evaluation
05.3. Feedback on promotions, raises, and bonuses
06. Drucker's objective MBO
01. The ROA management that links finance and action
03. The aggregate wage management that links finance and evaluation
04. 01 14.2 07 08 09 cross-functional team Kuno Kuno
10. The Integral Theory that Integrates Everything
[Column] Even success is a "test"
Epilogue Is saving money justified?
Kosei Kuno President of Certified Public Accountants Office
Chairman and Representative Director of Tokyo Consulting Firm Inc.
General Representative Partner of Tokyo Tax Accounting Corporation
Certified Public Accountants and Certified Public Accountants
Born 1965.
He is from Aichi Prefecture.
Graduated from Shiga University, Faculty of Economics in 1989.
Joined Aoyama Pricewaterhouse Audit Corporation (currently PwC Japan LLC) in 1990.
Believing that the true needs of its clients are "to support growth," the company felt the limitations of its services as an audit firm and established Kuno Kosei Certified Public Accountants Office in 1998.
Mainly sales consulting and IPO consulting.
At present, we are engaged in management consulting, support for the design and operation of personnel evaluation systems, support for the establishment of Shea subsidiaries, support for internal audits, support for the early consolidation of consolidated financial results, M & A consulting, training consulting, etc. in 26 countries including Tokyo, Yokohama, Nagoya, Osaka, India, China, Hong Kong, Viet Nam, and Mexico.
Young People Who Can 『 in Their Books Quit After 3 Years! 』 『 International Business / Three Lessons from the Wise Man for Successful Overseas Assignment 』 『 Foreign Direct Investment Practice Series 』 『 Notes on Strategies for SMEs 』 and many others.