■Features of DI’s consulting services
We at DI work hard to create new multi-billion-yen businesses through our various business production initiatives. Using an innovative blend of consulting services, core capabilities in strategy development, and other elements ranging from technology to policy and design, we strive to cultivate businesses with captivating potential.
- A focus on business creation and growth
- We know that making Japan a more vibrant, powerful business community involves more than just short-term, stopgap business improvements. Our clients, too, understand the limits of simply addressing individual issues with a series of individual countermeasures. Instead of patching up problems, then, DI places its focus on creating new businesses to spearhead future growth and developing growth strategies that enable existing businesses to thrive. An essential element in that effort is the power of high-impact business production—an approach that not only brings in a diverse mix of different players but also incorporates legal perspectives and other components of institutional design.
- Feature #1:
A cross-industrial approach
- Consultants have traditionally worked within fixed, well-defined specializations, making it easier to pool industry-specific expertise. That approach, however, is now coming face to face with transformations in the business world: Internet giant Google has started developing cars, for example, while online retailer Amazon is getting into film production. Given the current conditions, operating inside the insular frameworks of conventional consulting would make real, transformative change impossible in the broader social context. Recognizing the risks of a single-industry mindset, DI makes a conscious effort to have its business producers work across a broad range of different areas.
- Feature #2:
Collaboration and synergy with incubation projects
- As they navigate the world of investment, experiencing the joys of success and learning valuable lessons from setbacks, the business producers at DI develop a deeper understanding of the “buttons” that mobilize groups, locate the keys of the business sphere, and use that knowledge to improve organizations. That managerial prowess, a product of firsthand experience, is what allows DI’s producers to make effective, feasible proposals. Another component that sets DI apart is its global network of cutting-edge entrepreneurs and capitalists, which has taken shape over the company’s ongoing involvement in wide-ranging investment projects. In addition to sparking insight into next-generation business, these strong connections give DI the ability to link client companies to the best players and human resources available.
- A strong, sturdy foundation for strategy consulting
- Founded by a group of top executives from BCG, DI draws on its origins to offer strategy consulting services that not only get to the core of management-related issues but also form a foundation for DI’s philosophy, approaches, and training efforts. By building on—and constantly adapting—that cornerstone, DI has a solid basis for providing clients with added value.
DI’s long track record in business production has proven enormously beneficial, fortifying a reputation that has led more and more clients to seek out DI’s assistance on longer, larger projects. Our clients at DI tend to be leaders—companies with the drive and awareness to revolutionize their respective fields. The manufacturing industry is quickly becoming one of our core areas, with clients drawing on DI’s expertise in the all-important technology sector, while the mounting need for global corporate reach is fueling an increase in overseas projects.
|Ordinary income||Industry※1ranking (Number of companies in each rank※2）|
|1||2||3||4 or lower|
|> 500 billion yen||3|
|100–500 billion yen||2||2||3|
|50–100 billion yen||2||3|
|10–50 billion yen||4||2||1|
|< 10 billion yen||2||7|
|Share of total sales||62.3%||11.6%||0%||26.1%|
(As of the financial year ending in March 2016)
As the data shows, around 60% of DI’s projects are for companies at the pinnacles of their industries. That impressive client base reflects the fact that DI focuses on global competitiveness in developing projects—and that the drive and potential for global competitiveness, in almost all cases, lie in the grasp of industry leaders.
*1 Client companies classified based on industrial categories on the SPEEDA platform (UZABASE, Inc.)
*2 Includes client companies in the FA, education, and overseas business segments (does not include non-profit organizations, startups, or boutique firms)
The biggest share of DI’s client distribution belongs to the manufacturing industry, where our expertise continues to attract large numbers of clients looking for a technological edge over their competitors around the world.
Overseas projects (initiatives involving DI personnel doing business and research in other countries) currently account for roughly 30% of all DI projects. As clients are encountering stronger demands to expand on a far-reaching scale, DI’s overseas portfolio has been growing in recent years.
Roughly 70% of DI’s projects center on the theme of future growth. Instead of concentrating on immediate results, these types of efforts focus primarily on long-term development—creating anchors for the future over a five- or ten-year span—through business production, business strategies, and growth strategies.
|Business production (business creation) support||Industrial production
(creating industrial “umbrellas”)
Establishing strong business environments with the right systems and institutions
Helping design industries at a conceptual level
Design core business in new field
Draw up market creation strategy for new product (consumer goods)
Commercialize next-generation technology
Evaluate business feasibility and audit strategies of technology seeds
|Business strategy/growth strategy development support||Corporate Strategy||
Draw up vision
|Business Restructuring and Re-growth Strategy||
Support reestablishment of business portfolio
Formulate recovery strategy
Formulating alliance/M&A strategies
Formulate global market entry strategy
Reform global SCM structure
|Marketing and Sales Strategy||
Formulate brand strategy
Support strengthening sales capabilities
|Others||Operational improvement、M&A support、Leadership development support|