Case Study

Wholesale (Machinery): Management Reform Starting From Dialogues With All Employees on the 10th Anniversary
Establishing a KPI Management System Through MVV Formulation × Mid-Term Management Plan

Annual revenue ¥4 billion · Machinery Wholesale | Co-creating a corporate philosophy and management reform that started with interviews of all employees

Client Overview

Industry	Wholesale: Machinery Wholesale
Annual Revenue	Approx. ¥4 billion
Employees	40
Services Provided	Management Plan Formulation / Corporate Philosophy Formulation

Situation & Challenges Before Engagement

Reaching the milestone of its 10th anniversary, the representative had begun facing the future vision of the company. A machinery wholesale business that had grown to an annual revenue of 4 billion yen and 40 employees. However, when trying to picture the next 10 years, several concerns emerged.

"I felt we needed something that brought out employees' motivation, not just a numerical plan," recalls the representative. Not only business-related numerical challenges, but human-related organizational challenges were impacting the core of management.

Dependent on a specific department for 10% of total sales; a structure where the entire business was at risk if that department wavered
Due to aggressive mid-career hiring, differing cultures coexisted within the organization, leading to frequent internal conflicts
They wanted to solidify the management foundation for their 10th anniversary, but a concrete mid-term vision hadn't been verbalized

The fact that "some members were negative toward the project," indicative of resistance to change within the organization, was a factor that made this support even more challenging.

Meets Consulting's Approach

Meets Consulting chose to start with "people," not numbers. Before formulating the mid-term management plan, we conducted interviews with all employees, carefully listening to the challenges and hopes they felt on the front lines. The phrase, "They communicated down to the front-line level," indicates how this process became the cornerstone of the organizational reform.

Phase 1 | All-Employee Interviews and Co-Creation of Corporate Philosophy (MVV)

We conducted individual interviews with all 40 employees, visualizing the actual voices of the front line and the perception gap with management. Based on the results, we co-created a Mission, Vision, Values (MVV) that employees could internalize as their own. Because it wasn't forced, but born from everyone's voices, the philosophy took root in the organization.

Collected on-the-ground challenges and expectations through all-employee interviews
Conducted MVV formulation workshops integrating voices from management and staff

Phase 2 | Formulation of the Mid-Term Management Plan

Based on the MVV, we formulated a 3-year mid-term management plan. We created a roadmap for the "next 10 years" centered on building a KPI-based management structure and a diversification strategy to gradually eliminate dependency on specific departments.

Formulated a 3-year mid-term management plan (revenue diversification, KPI design)
Devised new business and marketing strategies targeting the elimination of specific department dependency

Phase 3 | Marketing Strategy Formulation and Seating of Organizational Culture

We formulated a marketing strategy linked to the management plan. Simultaneously, as an initiative to instill the MVV, we established regular dialogue opportunities, working to ensure the philosophy functioned as the standard for daily operational decisions.

Drafted marketing strategies interlocked with the mid-term plan
Designed regular company-wide dialogues to instill the MVV

Results Achieved

A KPI-based management structure was built, and internal communication became active. A change was born even in the mindset of members who were previously negative. The representative's remark, "You drew out the employees' motivation, not just a numerical plan, and I am grateful," succinctly expresses the value of this support.

E-Commerce Revenue

110%

*Year-over-Year

Employee Satisfaction

116%

*Year-over-Year

Client Testimonial

"We requested the formulation of our next mid-term plan at the milestone of our 10th anniversary. Because our company has many mid-career hires, some members were originally negative toward the project. However, communicating down to the front-line level changed the employees' mindsets. More than just generating numerical plans, drawing out the employees' motivation is what I'm truly grateful for."

— Wholesale (Machinery), Representative

Key Takeaways from This Case

Absorbing actual front-line voices via all-employee interviews is the first step toward formulating a highly effective management plan
MVV shouldn't be made solely by the management team; it permeates the organization only after passing through a co-creation process with employees
Sales dependency on a specific department is a management risk. Revenue diversification must be designed at the mid-term planning stage

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Wholesale (Machinery): Management Reform Starting From Dialogues With All Employees on the 10th AnniversaryEstablishing a KPI Management System Through MVV Formulation × Mid-Term Management Plan