Cases

In the B2B segment of an electricity retail business, we developed a Tableau dashboard to visualize the cost per customer and the potential range for price increases. By using this dashboard, the company was able to prevent missing out on revenue opportunities. Additionally, we visualized profitability by customer segment to enhance management accuracy. Alongside building the dashboard, we also promoted training, transferring necessary skills from data processing and formatting to analysis. This enabled the company to continuously identify customers with low gross profit margins and implement measures to improve profitability.

To achieve stable and efficient construction procurement, we pursued cost management through the "comprehensive integration of current contracts" and the "enhancement of future contracts." By integrating contracts, promoted reductions in process costs.

By dividing the automotive market into stock and flow segments, we visualized the limited near-term impact of the spread of EVs on the fuel market and formulated a plausible scenario for the future of synthetic fuels.

To advance the construction of a domestic hydrogen supply chain, we supported the identification of supply issues at ports and inland areas and the development of solutions. We proposed a method to reduce initial investment costs by leveraging existing oil transportation infrastructure.

As the fossil fuel market shrinks, the company faced the need to drastically reduce costs in related businesses. In addition to top-down cost reductions, we planned bottom-up cost reduction strategies to foster company-wide momentum. To enable each department to consider measures, we built an analysis platform that visualized all costs related to the business and allowed for analysis from various angles, such as by department, product, and business partner. By also providing user education, we fostered an environment where each department could autonomously analyze and plan measures.

We organized material costs, manufacturing costs, and transportation costs for each product and estimated the cost price for each product. By applying this to the minimum discount amount during negotiations, transformed sales price negotiations into more strategic discussions.

We provided end-to-end support, from planning a program to develop core talent committed to management and capable of overseeing new business initiatives, to evaluating the environment necessary for effective new business management. The program included defining criteria for identifying core talent candidates, establishing a monitoring policy to develop these candidates into true core talent, and creating a system to support the core talent in their roles. Additionally, we implemented a business assessment function to ensure that the developed core talent could effectively manage new business initiatives.

For a client whose IT department’s role had previously been limited to improving business efficiency, we assisted in evaluating the optimal organizational structure for accelerating aggressive DX initiatives. Divided the department into offensive and defensive units, with the offensive unit’s mission focused on leveraging digital technology to transform and create new business models, and the defensive unit’s mission centered on enhancing and streamlining business operations using digital technology. We supported the overall organizational design by formulating KGIs and KPIs aligned with each unit’s mission and defining the appropriate personnel.

We designed and implemented a training program aimed at developing DX talent and addressing real-world business challenges to promote DX at a major energy company. We trained over 250 DX professionals annually, accelerating DX initiatives.

To establish a market advantage, we planned and developed new services utilizing VR technology. By repurposing the innovative VR technology identified to our existing business, we created synergies and enhanced our competitiveness.

Using AI and process mining, we were fundamentally overhauling our business processes. For non-core operations, we had achieved cost benefits that surpass those of BPO. In core operations, we were outperforming competitors in both speed and quality.

We assessed the market situation and conducted needs surveys of both creators and client companies. By extracting insights from the voices of creators, we developed a business model with high growth potential.

When planning a new business, we aimed to establish a joint venture with a company that has maintenance capabilities. To evaluate the systems of potential partner companies, we conducted IT due diligence, examining system code and settings.

Looking ahead to the 6G era in 2030, we were developing a concept for a next-generation communication infrastructure centered on human augmentation technology. Through discussions with domestic and international experts, we had formulated an action plan for social implementation.

We provided comprehensive support to clients aiming to create new value through "Kotozukuri," from new business planning to system development. In this process, led the development of an AI-based driving diagnostic system.

We quantified the revenue impact of service quality. Proposed digital measures to enhance areas causing revenue decline and validated the effectiveness of these measures through surveys and other methods, translating them into a concrete vision of CX.

Based on the trends in the V2X market, we created a To-Be model that took into account the utilization of customer assets and the complementation of insufficient capabilities. In areas where a launch was possible in the near future, we designed a detailed model including operational aspects.

We assessed opportunities and risks for a client who had repeatedly entered and exited the US real estate market. Through qualitative and quantitative analysis, we reevaluated the business and contributed to the client's management decision-making.

In the rapidly evolving automotive industry, we supported the development and execution of competitive strategies for future mobility. We created roadmaps based on national strategies and competitive trends, and addressed technical challenges using digital twins.

We restructured investment governance by reviewing the roles and authority of both business divisions and headquarters departments within the general trading company. We designed a system that appropriately balances centralization and decentralization, ensuring that we do not miss out on attractive M&A opportunities.

We established a delivery data management scheme for pharmaceutical products and completed the process from design to release within a short timeframe. By ensuring accurate data management, we provided transparency and streamlined operations.

We were designing economic zone concepts leveraging the client’s customer base. By focusing on real estate, a crucial asset for daily life, we scrutinized the necessary services from both customer value and economic value perspectives.

We supported the distribution of pharmaceuticals that require specialized management. Designed the entire supply chain, from import to delivery and quality control, and work with multiple stakeholders to establish a safe and stable supply system.

We were promoting the creation of new online services that align with current trends. From market research to PoC, we provided comprehensive support throughout the entire business development process.

We were fostering a mindset change among employees at a logistics company that was not making significant progress with digital transformation. Through workshops, we helped employees understand the importance of transformation and facilitated the development of quantitative goals and action plans.

As the construction of new plants increases with progress toward carbon neutrality, the shortage of project managers and engineers had become apparent. We were advancing projects to prevent delays to the initial plan by enhancing efficiency through digital transformation and supplementing human resources.

We explored new business opportunities by understanding changes in people’s values from a long-term perspective. We identified trends from information gathered at international conferences and research institutes, developed issues and hypotheses, and created business plans in conjunction with scenario planning.

We developed a growth strategy for the Southeast Asian market through interviews with local manufacturers and competitive research. We promoted the shift to Southeast Asia in light of the risks in the Chinese market.

We redesigned the brand portfolio to enhance the efficiency of advertising investments. We successfully completed the transition to the new portfolio based on insights gained from analyzing market potential and competitive dynamics.

We analyzed over 500 types of data, including statistical information and regional characteristics, to build a sales forecast model. We evaluated sales and ROI in the metropolitan area and major cities, as well as profitability in regional cities, to develop optimal store placement plans.