Key

• Management Consultant (Keiei Komon): An external advisor who provides business management advice to enterprises.
• Network (Jinmyaku): A network of interpersonal relationships, referring to available resources in business.
• Outside Director (Shagaitorishimariyaku): An independent director outside the company's management.
• Second Opinion (Second Opinion): A second professional opinion, which means seeking advice from other experts in medical or business decision - making.
• Mind Share: Refers to the awareness and preference of customers for a certain brand or product.

Summary

This podcast focuses on the relationship between enterprises and advisors (アドバイザー) and management consultants (顧問), and explores the common problems and challenges that enterprises face when hiring external consultants. The program points out that when many enterprises seek external support, due to information asymmetry or unclear expectations of consultants, they often invest a large amount of money but achieve little. Common pitfalls include: hiring "fake consultants (怪しげなコンサル)" who lack actual abilities, receiving outdated advice from consultants that does not match the actual situation of the enterprise, and the limited network resources of consultants. In addition, the program also discusses how to select suitable consultants, how to establish an effective cooperation relationship with consultants, and how to prevent consultants from becoming an obstacle to the development of the enterprise. Enterprises should clarify their own needs, conduct a full background check on consultants, and maintain open and honest communication during the cooperation process.

Insights

This podcast reveals the various risks that enterprises may face when seeking external support, and reminds enterprises to be vigilant and rational when hiring consultants. Especially in the current economic situation, enterprises should pay more attention to the input - output ratio and avoid blindly relying on external consultants. In addition, the program also emphasizes the importance of building good interpersonal relationships, believing that enterprises should actively communicate with consultants, improve the consultants' participation and sense of responsibility, so as to achieve a win - win situation for both parties.

Opinions

01 "Avoid 'fake consultants'"

Enterprises should carefully verify the qualifications and experience of consultants to avoid being deceived by exaggerated publicity.

02 "Clarify cooperation goals"

Before cooperating with consultants, enterprises should clarify their own needs and expectations and reach a consensus with consultants.

03 "Maintain open communication"

Enterprises should maintain open and honest communication with consultants and provide timely feedback on problems and suggestions.

In - depth

How enterprises can cooperate effectively with consultants: Avoiding the pitfalls of "management consultants"

In a highly competitive business environment, more and more enterprises are seeking external support and hiring advisors (アドバイザー) and management consultants (顧問) to help the enterprise develop. However, not all cooperation can achieve the expected results. This podcast delves into the problems and challenges that enterprises may encounter when cooperating with consultants and proposes corresponding solutions.

"Fake consultants": The trap of high fees and low value

The podcast mentions that many small and medium - sized enterprises are easily deceived by some "fake consultants (怪しげなコンサル)". They often exaggerate their own experience and abilities, charge high fees, but the actual advice they provide lacks practicality and pertinence. This phenomenon occurs on the one hand because enterprises lack understanding of the consulting industry, and on the other hand because enterprises are often too eager for quick success and lack rational thinking when seeking external support.

How to avoid falling into the trap of "fake consultants"?

1. Background check: Before hiring a consultant, enterprises should carefully verify their qualifications and experience, and understand their past project cases and customer reviews.
2. Seek multiple consultations: Enterprises can consult other enterprises or industry experts to understand the consultant's reputation and credibility.
3. Probation period: Before signing a formal contract, enterprises can agree on a probation period with the consultant to evaluate their ability and level.

Outdated advice: The risk of not adapting to market changes

In addition to "fake consultants", enterprises may also face the problem that the advice provided by consultants is outdated or does not match the actual situation of the enterprise. This situation occurs on the one hand because the market environment changes rapidly, and the consultant's knowledge and experience may not be updated in time; on the other hand, it is because the consultant does not have a deep enough understanding of the enterprise and cannot provide targeted advice.

How to avoid outdated advice from consultants?

1. Select consultants with industry experience: Enterprises should choose consultants with relevant industry experience, as they have a deeper understanding of market trends and competitive situations.
2. Regular communication and feedback: Enterprises should maintain regular communication and feedback with consultants to update the enterprise's situation and needs in a timely manner.
3. Encourage innovation and change: Enterprises should encourage consultants to put forward innovative advice and be brave enough to try new methods and strategies.

Limited network: Inability to meet the enterprise's development needs

Network (Jinmyaku) plays an important role in business. One of the purposes of many enterprises hiring consultants is to expand their business and market by leveraging the consultant's network resources. However, the consultant's network resources are limited. If the consultant cannot continuously bring valuable network resources to the enterprise, the cooperation relationship may reach a deadlock.

How to make full use of the consultant's network resources?

1. Clarify network needs: Enterprises should clarify their own network needs and communicate with consultants to ensure that their network resources can meet the enterprise's needs.
2. Establish a long - term cooperation relationship: Enterprises should establish a long - term cooperation relationship with consultants so that consultants can have a deeper understanding of the enterprise and provide more accurate network support.
3. Actively participate in social activities: Enterprises should actively participate in industry - related social activities to expand their own network resources and form a complementary relationship with the consultant's network.

Establish an effective cooperation relationship: Achieve a win - win situation for both parties

In addition to avoiding the above - mentioned pitfalls, enterprises should also focus on establishing an effective cooperation relationship with consultants. Only cooperation based on mutual trust and respect can achieve a win - win situation for both parties.

How to establish an effective cooperation relationship?

1. Clarify cooperation goals: Enterprises should clarify cooperation goals with consultants and formulate a detailed cooperation plan.
2. Maintain open communication: Enterprises should maintain open and honest communication with consultants and provide timely feedback on problems and suggestions.
3. Respect the consultant's professional opinions: Enterprises should respect the consultant's professional opinions and seriously consider their suggestions.
4. Give the consultant full authorization: Enterprises should give the consultant full authorization so that they can carry out their work better.

Forward - looking thinking

When selecting consultants, enterprises should not only focus on their past achievements, but also pay attention to their future development potential. Enterprises should choose consultants with forward - looking thinking and innovative spirit, who can help enterprises seize market opportunities and achieve sustainable development. In addition, enterprises should also focus on cultivating their own internal talents, improve their decision - making ability and risk awareness, so as to reduce their dependence on external consultants.

In short, the cooperation between enterprises and consultants is a complex project that requires the joint efforts of both parties. Only when enterprises maintain rational thinking, clarify their own needs, and establish an effective cooperation relationship with consultants can they truly achieve a win - win situation for both parties.