Characteristics of a company strong overseas

In recent years, while globalization has spread, the hurdles to cross-border business development are rising year by year due to differences in local customs, changes in the world situation and legal systems.

On the other hand, even among globalizing Japanese companies, there are companies that have achieved unique development and have succeeded in overseas business.

They have strong management skills to visualize and overcome potential local issues that are difficult to see from the Japanese head office, as well as superficial issues such as differences in language and local customs that can become barriers in overseas business. I’m here.

However, it is extremely difficult for local companies with limited management resources to have the ability to visualize and quantify local issues, and to consider measures to deal with them. It will be a difficult task.

Therefore, it is essentially necessary to strengthen local management by local offices rather than strengthening management from the head office.

We are developing a core system to clear each issue that each company has at overseas offices and promote the strengthening of local management through DX.

Our mission is to further improve the productivity, recruiting power, and management power of overseas offices, create the world’s most comfortable working environment for Japanese companies, and make them shine more and more in the world.

The words “DX” and “digitalization” may give an impression of cost cutting and machines taking away employees’ jobs, but business efficiency not only reduces the workload of managers and employees, it also has the potential to be “benefits” that lead to greater employee satisfaction.

Conventional employee benefit programs generally involve spending money on new benefits or reducing employee work hours, but rather than temporarily improving employee satisfaction through measures that tend to fall into a rut, the time saved by increased efficiency can be used to promote new internal communication, which in turn increases the amount of time employees have to spare and leads to ongoing improvements in employee satisfaction.

It is also true that many of the things that employees want from their workplaces in recent years, such as a better life/work balance and more freedom in where they work, can often be achieved by improving work efficiency by eliminating restrictions on location and time.

In addition, improved employee satisfaction will lead to lower turnover, lower recruiting and training costs, and ultimately to further cost containment and improved business performance.

Therefore, operational efficiency not only reduces costs, but also serves as “benefit program” for employees.