Cases

We led the planning of target persona definition and marketing measures for a new real estate investment product utilizing STO (Security Token Offering).

We were planning to develop an urban area using a unique AI-based method, the first of its kind in Japan. It aimed to promote future-oriented urban development by integrating various stakeholders and strengthening coordination and collaboration with each party.

Given the current situation where the factors behind increases in logistics costs were unclear, we formulated the management process to address these issues. We visualized logistics costs through data analysis and estimated potential cost reduction opportunities.

We promoted two approaches—enhancing cost management transparency and identifying variable cost pools—using a framework based on purpose and method. This was detailed into entry, exit, and validation gates.

We promoted the reconstruction of infrastructure systems in the front-end of equity derivatives trading operations to improve operational efficiency and reduce labor.

To bring the new logistics center concept to fruition, we defined the objectives and developed a plan for introducing logistics robots. We then integrated this plan into the digitalization strategy for the new logistics hub.

Transportation company is planning a new business venture to sell its in-house developed data science technology. We designed the marketing and sales approach for external sales from both methodological and organizational perspectives and provided implementation support.

We promoted the development and demonstration of a drone traffic management system. Successfully demonstrated safe long-duration flights to facilitate early logistics and commercial use.

We led the "organizational redesign" to transform the organization into one that is highly agile and adaptable to the VUCA era. Agile working methods were implemented to achieve principle-based business execution.

We developed a chatbot that references past reports to streamline safety measures. We defined non-functional requirements and data lifecycle operations, and supported company-wide deployment.

To position the company as a global CX pioneer, we defined the maturity level of CX promotion, assessed the current situation, and then formulated and executed priority promotion areas and a company-wide implementation roadmap.

To deliver a sophisticated end-to-end customer experience, we established an organization to oversee all customer touchpoints and refine UI/UX design.

Due to the decline in customer experience caused by the slow speed and poor quality resulting from the complexity of administrative tasks, we investigated mechanisms used by leading global companies to mitigate complexity. We found that many companies use measurements of customer response speed to identify sources of complexity. Based on these findings, we assessed the current methods used by the client to identify issues and promoted the integration of speed measurements into their business operations.

We revamped the digital marketing system fundamental to CX improvement and reviewed customer-facing measures. Updated customer segments, databases, and marketing scenarios.

We implemented a program to develop data utilization skills for the insurance industry. We provided both classroom and practical training, equipping sales staff with the ability to use data to solve client problems.

Based on the results of the 3C analysis and a survey of subsidy trends, we selected promising low-carbon materials in terms of monetization and CO2 reduction effects, and developed a concrete business model proposal. We also established the implementation logic for LCA in CO2 reduction.

To expand the data business utilizing medical data held by insurance companies, we sought ventures with medical data infrastructure and pursued a carve-out acquisition of the business.

To achieve efficient UAT without relying on the IT department, we selected the optimal RPA and developed an automated UAT system. Established the fundamentals for knowledge transfer and modification rules during RPA implementation and promoted RPA adoption by the client. We first evaluated multiple RPA products and selected a tool that was easy to develop and maintain. Developed and demonstrated a UAT robot within a short period, leveraging knowledge from past projects to achieve rapid deployment. This enabled the automation of testing large volumes of data, significantly improving business efficiency.

To commercialize groundbreaking technology that enables the low-cost transportation of hydrogen, securing a critical component was essential, but competition for this component was intensifying. To find a global supply chain partner, we created a long list of candidate companies and evaluated them for their technology level and strategic alignment. We then investigated the shortlisted companies, initiated initial negotiations, and specified the issues to be addressed and how to overcome them.

As resource circulation accelerates globally, we envisioned a new business utilizing waste plastic processing technology. Identified priority countries based on regional characteristics and developed a business concept based on player trends.

In line with the procurement cost reduction framework, we conducted a thorough review of the unit prices and frequencies of all indirect materials, achieving cost reductions beyond what we had committed to the client.

We made operations that had long relied on "intuition and experience" more efficient by backing them up with past data. We supported the creation of highly "feasible" use cases, their prioritization, and the construction of prototypes.

We planned digital services to provide peace of mind to customers before and after the compensation provided by non-life insurance. This approach contributed to increased trust in the company and supported cross-selling and up-selling.

We redesigned customer touchpoints by utilizing all real and virtual channels. By combining the attention to detail of the real world with the responsiveness of the virtual world, we delivered the optimal purchasing experience.

Following an M&A at the global parent company, we transferred the system infrastructure in the US from the acquiring company. Developed a plan to migrate the system to a data center located several thousand kilometers away. Meanwhile, in Japan, we conducted repeated testing and migration rehearsals over a period of more than a year to ensure stable business operations on the new system infrastructure. During the go-live phase of the migration, we established a war room between the US and Japan, completing the migration work without any issues over a 72-hour period.

With the release of a new product, we revamped the product website and supported improvements to existing operations surrounding the site. We ensured stable operation from launch through maintenance and contributed to the efficiency of the client's operations.

Aiming to promote DX in factories, we formulated an ideal model. Analyzed the gap between the current situation and the ideal, proposed use cases to bridge that gap, and supported the development of methods to measure their effectiveness.

At a system subsidiary of a major credit card company, we implemented optimization of running costs due to unclear classification of system operation costs, with approximately 70% of costs being unclear. We reorganized the accounting items in the budget and standardized the granularity of the breakdown to identify high-cost areas, thereby promoting visibility into the cost structure. Additionally, we broke down contracts into elements based on quantity, quality, and unit price, and conducted vendor negotiations based on examples from other companies and market prices. Through meticulous adjustments, we achieved cost reductions amounting to hundreds of millions of yen.

We planned a service that uses image recognition AI to detect foreign objects mixed in scrap iron. We also managed vendors for system development and launched the service after implementing measures to accelerate AI learning.

We summarized interviews with prominent professors, startups, government agencies, and other experts to develop a forecast for AI technology. Based on this forecast, we categorized "what AI can do" into short-term, medium-term, and long-term capabilities. Use cases were expanded by mapping the power company's business domain on the vertical axis and "what can be done with AI" on the horizontal axis. These use cases were evaluated for their business impact and incorporated into a roadmap and action plan. We made efforts to advance the realization of near-term use cases.