Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.

Background The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.

Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”

Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research Data

This article is a continuation of Part 1. URL：https://myfox8.com/business/press-releases/ein-presswire/827573911/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations/

- The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” Companies who indicated the presence of intrapreneurs at their company were then asked “What is the most important factor for the success of intrapreneurs at your company?”, to which 19.4% said “A corporate culture that is tolerant of new challenges.” In second place, “Support and understanding from management” and “An evaluation and reward system to encourage new challenges” were tied at 17.5%. Based on these results, it was found that many managers consider “a corporate culture that is tolerant of new challenges” to be the most important factor for the success of intrapreneurs.

Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company Next, managers that indicated there were no intrapreneurs at their company were asked “Are you taking initiatives to cultivate intrapreneurship in your company?” 48.0% of respondents answered “No, and we have no plans to in the future,” while 26.0% said “No, but we’d like to consider such initiatives in the future,” 14.0% said “We are working hard on such initiative and have a number of measures in place,” and finally 12.0% responded that “We have some measures in place but they are limited.” Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.

Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What initiatives are you taking to develop intrapreneurs at your company?” The top answers were “Providing training and educational opportunities for new business” at 69.2%, “Promoting interdepartmental collaboration” at 53.9%, and “Reviewing corporate structure” at 46.2%. Based on these results, it can be said that “providing training and educational opportunities for new business” is the most common initiative for cultivating intrapreneurship.

Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.” Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What are the challenges and obstacles for cultivating intrapreneurship in your company?” The top answers were “Lack of a role model in the company” with 53.9%, “Lack of internal resources (time, budget, personnel)” with 46.2%, and “Lack of a system or culture to evaluate challenges” with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.

Summary Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action,” while the most common initiative for companies with these human resources is “supporting internal and external personal networking” and “a corporate culture that is tolerant of new challenges” is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is “providing training and educational opportunities for new business,” while the biggest hurdles for succeeding in this development are “a lack of a role model in the company”, “a lack of internal resources (time, budget, personnel)”, and “a lack of a system or culture to evaluate challenges.”

These results show that the most common shared traits and skills for intrapreneurs working within an organization are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action.” Office Chatani, Inc. offers “management support services” to develop “creative human resources.”

Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.com

Office Chatani, Inc. supports creative management.

CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.Background The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research Data This article is a continuation of Part 1. URL：https://myfox8.com/business/press-releases/ein-presswire/827573911/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations/- The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” Companies who indicated the presence of intrapreneurs at their company were then asked “What is the most important factor for the success of intrapreneurs at your company?”, to which 19.4% said “A corporate culture that is tolerant of new challenges.” In second place, “Support and understanding from management” and “An evaluation and reward system to encourage new challenges” were tied at 17.5%. Based on these results, it was found that many managers consider “a corporate culture that is tolerant of new challenges” to be the most important factor for the success of intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/e68fed13-b681-4e83-66ca-eb0e930e0e00/public" alt="Image" />Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company Next, managers that indicated there were no intrapreneurs at their company were asked “Are you taking initiatives to cultivate intrapreneurship in your company?” 48.0% of respondents answered “No, and we have no plans to in the future,” while 26.0% said “No, but we’d like to consider such initiatives in the future,” 14.0% said “We are working hard on such initiative and have a number of measures in place,” and finally 12.0% responded that “We have some measures in place but they are limited.” Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/d2698542-73df-4917-c22c-7ffaf3ccd400/public" alt="Image" />Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What initiatives are you taking to develop intrapreneurs at your company?” The top answers were “Providing training and educational opportunities for new business” at 69.2%, “Promoting interdepartmental collaboration” at 53.9%, and “Reviewing corporate structure” at 46.2%. Based on these results, it can be said that “providing training and educational opportunities for new business” is the most common initiative for cultivating intrapreneurship. <img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/6d8200b3-0dd6-4ff4-5181-f51e54276800/public" alt="Image" />Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.” Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked “What are the challenges and obstacles for cultivating intrapreneurship in your company?” The top answers were “Lack of a role model in the company” with 53.9%, “Lack of internal resources (time, budget, personnel)” with 46.2%, and “Lack of a system or culture to evaluate challenges” with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/fb0d68d5-8de5-4766-294a-bff1151bfd00/public" alt="Image" />Summary Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action,” while the most common initiative for companies with these human resources is “supporting internal and external personal networking” and “a corporate culture that is tolerant of new challenges” is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is “providing training and educational opportunities for new business,” while the biggest hurdles for succeeding in this development are “a lack of a role model in the company”, “a lack of internal resources (time, budget, personnel)”, and “a lack of a system or culture to evaluate challenges.”These results show that the most common shared traits and skills for intrapreneurs working within an organization are “creativity and imagination,” “business strategy acumen,” and “autonomy and independent action.” Office Chatani, Inc. offers “management support services” to develop “creative human resources.”Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.comOffice Chatani, Inc. supports creative management.CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Survey report

Part 2: Creativity Tops the List - Office Chatani Reveals Key Traits of Intrapreneurs in Major Japanese Corporations

Background The world is currently in what has been called the VUCA age, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.

Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research Data

Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” For the first question, “Do you have any “intrapreneurs” in your company?”, the top responses were “No.” with 46.7%, “Yes, a fixed number.” with 32.7%, and “Yes, we have many.” at 20.6%. Through these responses, it was found that more than half of companies with over 1,000 employees have intrapreneurs.

The largest age group for “intrapreneurs” is 40-49 The next question was “What is the largest age group for intrapreneurs active in your company?” The top two responses were 40-49 (40.4%) and 30-39 (19.3%), so it was found that the most common age group for intrapreneurs was 40-49.

- The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action Following that, respondents were asked “What are the common traits or skills among intrapreneurs active in your company?” The top responses were “Creativity and Imagination” with 54.4%, “Business Strategy Acumen” with 50.9%, and “Autonomy and Independent Action” with 49.1%. In addition, a number of other options outside the top three exceeded 40%, meaning that a large number of traits and skills are common among intrapreneurs.

- Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs Next, companies that indicated that they have intrapreneurs in their company were asked “How do you develop intrapreneurs at your company?”, with the top answers being “By supporting internal and external personal networking” with 43.9%, “By introducing an internal entrepreneurship system and new business solicitation system” with 42.1%, and “Through mentorship by management and senior employees,” “By participating in external training and seminars,” and “by introducing an evaluation and reward system that encourages proactive challenges” each tied at 38.6%. Based on these results, it was found that many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs.

Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on “intrapreneurs” in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.Background The world is currently in what has been called the VUCA age, where the business world is rapidly changing and uncertainty is growing. As the market and customers' needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company’s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, “intrapreneurs,” or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.Survey summary - Among companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” - The largest age group for “intrapreneurs” is 40-49 - The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action - Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs - The most important environmental factor for successful intrapreneurship is considered to be “a corporate culture that is tolerant of new challenges” - Among companies indicating that they did not have any “intrapreneurs,” over 70% were not taking initiatives to cultivate intrapreneurship in their company -&nbsp; Among companies without “intrapreneurs,” many named “providing training and educational opportunities for new business” as an initiative for cultivating intrapreneurship - Among companies without “intrapreneurs,” the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. “Lack of a role model in the company”, 2. “Lack of internal resources (time, budget, personnel)”, and 3. “Lack of a system or culture to evaluate challenges.”Survey overview Period: April 4-15, 2025 Method: Online survey Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s) Total surveyed: 107 people Monitored by: RC Research DataAmong companies with over 1,000 employees, over half of them have personnel who are considered “intrapreneurs” For the first question, “Do you have any “intrapreneurs” in your company?”, the top responses were “No.” with 46.7%, “Yes, a fixed number.” with 32.7%, and “Yes, we have many.” at 20.6%. Through these responses, it was found that more than half of companies with over 1,000 employees have intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/34f1328c-5404-46ed-fbf0-18a54a86ba00/public" alt="Image" />The largest age group for “intrapreneurs” is 40-49 The next question was “What is the largest age group for intrapreneurs active in your company?” The top two responses were 40-49 (40.4%) and 30-39 (19.3%), so it was found that the most common age group for intrapreneurs was 40-49.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/938fe4d3-f034-4acb-3be6-fd615d0fe300/public" alt="Image" />- The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action Following that, respondents were asked “What are the common traits or skills among intrapreneurs active in your company?” The top responses were “Creativity and Imagination” with 54.4%, “Business Strategy Acumen” with 50.9%, and “Autonomy and Independent Action” with 49.1%. In addition, a number of other options outside the top three exceeded 40%, meaning that a large number of traits and skills are common among intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/cf61a148-70bb-47de-2cb5-bdff16c4bd00/public" alt="Image" />- Many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs Next, companies that indicated that they have intrapreneurs in their company were asked “How do you develop intrapreneurs at your company?”, with the top answers being “By supporting internal and external personal networking” with 43.9%, “By introducing an internal entrepreneurship system and new business solicitation system” with 42.1%, and “Through mentorship by management and senior employees,” “By participating in external training and seminars,” and “by introducing an evaluation and reward system that encourages proactive challenges” each tied at 38.6%. Based on these results, it was found that many companies are working on “supporting internal and external personal networking” for the purpose of developing intrapreneurs.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/5769143a-6011-40e4-9624-4b012aad2900/public" alt="Image" />Continues in Part 2.Survey conducted by: Office Chatani, Inc. Location: Tokyo CEO: Masayuki Chatani Description of business: Creative Management Support, Lectures, Writing, etc. URL: https://www.office-chatani.comOffice Chatani, Inc. supports creative management.CEO Masayuki Chatani, author of “Behind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,” has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm’s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.

Part 1: Creativity Tops the List - Office Chatani Reveals Key Traits of Intrapreneurs in Major Japanese Corporations

Tanabe Consulting Co., Ltd., a leading management consulting firm in Japan (Head office: Chiyoda-ku, Tokyo, and Yodogawa-ku, Osaka; President: Takahiko Wakamatsu, hereafter Tanabe Consulting), announces the results of the "Corporate Survey on Overseas Businesses." This survey was conducted among corporate managers, executives, senior management, and those in charge of corporate planning departments throughout Japan. The survey results are as follows.

High Interest in Overseas Expansion: Approximately 80% of Japanese companies responded positively that they are either currently developing overseas business or would like to do so in the future. This indicates a strong interest in ongoing or future overseas business development.

Popular Regions for Expansion: ASEAN accounted for the largest number of countries and regions where Japanese companies are considering or expanding their overseas operations, making up approximately half of the total. About 40% of respondents cited "market growth potential and future prospects" as the reason for selecting a particular country or region for expansion.

Positive Business Outlook: About half of the Japanese companies expect their overseas businesses to see "increased sales and profits" over the next three years. Specifically, 49.4% of companies anticipate increased sales and profits, while only 3.1% foresee a decrease. This suggests that overseas business is currently the mainstay of growth for Japanese companies.

Importance of Market Potential: More than 40% of the respondents place importance on "market growth potential and future prospects" when entering or expanding their overseas business. The most common reason for selecting countries and regions for expansion was "market growth potential/future prospects" at 41.8%, highlighting the importance of promising markets in decision-making.

These findings highlight the growing focus and optimism of Japanese companies regarding international markets, particularly in the ASEAN region, and their expectations of positive business outcomes in the near future.

Insights from Tanabe Consulting's expert consultants

About half of the companies engaged in overseas business anticipate "revenue and profit growth" over the next three years and have prioritized the development of new markets. However, securing and training global and specialized human resources, essential for business promotion, remains a significant challenge regardless of industry or company size.

According to the Bank of Japan's “Short-Term Economic Survey of Enterprises in Japan” released in December 2023, approximately 70% of all Japanese companies reported a "not so good" outlook. In contrast, about half of the companies in our survey view their overseas business prospects as favorable over the next three years, with only 3.1% expecting a decline in sales and profits. This indicates that overseas business can be a catalyst for further growth in Japanese companies.

Strategy &amp; Domain Consulting Division and Global Consulting　 Koichi Murakami

Strategy Research Institute Segment &amp; Region Marketing Chief Tang Tang Huang (Creation Support)

The survey received 203 responses from corporate managers, executives, senior management, and individuals responsible for corporate planning departments across Japan. Conducted between January 15, 2024, and February 2, 2024, the study encompassed participants from all over Japan, including those based in overseas offices.

Services offered by Tanabe Consulting

With a population of approximately 130 million people, Japan is a safe, cutting-edge Asian country that offers a very attractive business environment. On the other hand, for foreign companies looking to enter the Japanese market, Japan is an unknown market, with unique business customs and business practices. In order to smoothly launch a business in Japan and penetrate the Japanese market, it is important to build an entry and market expansion strategy based on a clear understanding of the market size and future potential of your product, the competitive landscape and differentiation from competitors, and your supply chain model.

Tanabe Consulting is a pioneer in management consulting in Japan, with over 65 years of history and experience. Tanabe Consulting, with its thorough knowledge of the Japanese business environment, provides total support for expansion and development in the Japanese market.

Tanabe Consulting, which operates in 10 regions throughout Japan, can provide highly accurate market research and information through consultants who are familiar with the relevant areas.

After market analysis, we will prioritize your expansion into the Japanese market based on your goals and your company's strengths and core competencies. We determine the direction of entry, create a roadmap, and provide support for the materialization of your strategy.

（３）	Marketing Implementation Support

Based on market analysis and entry strategies, we support your business in Japan by identifying potential partners and implementing effective website development and marketing initiatives in Japan, drawing on over 65 years of nationwide management consulting experience and network.

Based on our contacts and networks with companies throughout Japan, cultivated through more than 65 years of management consulting, we support capital alliances with companies that are suitable for gaining a position in the Japanese market.

About Tanabe Consulting Group (TCG)

Founded in 1957, TCG is a leading management consulting firm in Japan with over 65 years of history and achievements.  Based on the management philosophy of “we love companies walk together with companies and work for company prosperity,” aiming to create values for the future society.

TCG primarily serves top management (executives and leaders) of large and medium-sized companies, as well as government and public organizations, having supported more than 17,000 companies since its founding. In the area of management consulting, TCG has developed a comprehensive consulting model that provides support for corporate management from strategy formulation (upstream) to the implementation and execution of management operations, such as DX in the field (midstream to downstream), with close ties to local communities throughout Japan.

Adhering to a client-centered philosophy of “All for Client Success,” TCG offers “team consulting,” where multiple professional consultants are selected to form a team tailored to address the specific management challenges of each company.

•	ASEAN is the most targeted region for expansion; nearly half expect "increased revenue and profit" in overseas business over the next three years
•	Results of the "corporate survey on overseas business by Japanese companies" released Tanabe Consulting Co., Ltd., a leading management consulting firm in Japan (Head office: Chiyoda-ku, Tokyo, and Yodogawa-ku, Osaka; President: Takahiko Wakamatsu, hereafter Tanabe Consulting), announces the results of the "Corporate Survey on Overseas Businesses." This survey was conducted among corporate managers, executives, senior management, and those in charge of corporate planning departments throughout Japan. The survey results are as follows.High Interest in Overseas Expansion: Approximately 80% of Japanese companies responded positively that they are either currently developing overseas business or would like to do so in the future. This indicates a strong interest in ongoing or future overseas business development.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/bbfded1f-054a-4c66-8119-3b0636fdb900/public" alt="Image" />Popular Regions for Expansion: ASEAN accounted for the largest number of countries and regions where Japanese companies are considering or expanding their overseas operations, making up approximately half of the total. About 40% of respondents cited "market growth potential and future prospects" as the reason for selecting a particular country or region for expansion.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/f45becf6-c9f8-44ee-3d4c-f6133ab1a000/public" alt="Image" /><img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/7ada9bc2-a744-4e80-fd34-b3947f863500/public" alt="Image" />Positive Business Outlook: About half of the Japanese companies expect their overseas businesses to see "increased sales and profits" over the next three years. Specifically, 49.4% of companies anticipate increased sales and profits, while only 3.1% foresee a decrease. This suggests that overseas business is currently the mainstay of growth for Japanese companies.<img style="width: 100%;" src="https://imagedelivery.net/H6_s_Eb_ylTWnSEV3HlmYQ/344e940e-bdba-45e5-6030-8745c2b9d000/public" alt="Image" />Importance of Market Potential: More than 40% of the respondents place importance on "market growth potential and future prospects" when entering or expanding their overseas business. The most common reason for selecting countries and regions for expansion was "market growth potential/future prospects" at 41.8%, highlighting the importance of promising markets in decision-making.These findings highlight the growing focus and optimism of Japanese companies regarding international markets, particularly in the ASEAN region, and their expectations of positive business outcomes in the near future.Insights from Tanabe Consulting's expert consultantsAbout half of the companies engaged in overseas business anticipate "revenue and profit growth" over the next three years and have prioritized the development of new markets. However, securing and training global and specialized human resources, essential for business promotion, remains a significant challenge regardless of industry or company size.According to the Bank of Japan's “Short-Term Economic Survey of Enterprises in Japan” released in December 2023, approximately 70% of all Japanese companies reported a "not so good" outlook. In contrast, about half of the companies in our survey view their overseas business prospects as favorable over the next three years, with only 3.1% expecting a decline in sales and profits. This indicates that overseas business can be a catalyst for further growth in Japanese companies.Report AuthorDirector, Tanabe Consulting Co., LtdStrategy &amp; Domain Consulting Division and Global Consulting　 Koichi MurakamiTanabe Consulting Co., Ltd Global Consulting Chief Yuma KawanaTanabe Consulting Co., LtdStrategy Research Institute Segment &amp; Region Marketing Chief Tang Tang Huang (Creation Support)MethodologyThe survey received 203 responses from corporate managers, executives, senior management, and individuals responsible for corporate planning departments across Japan. Conducted between January 15, 2024, and February 2, 2024, the study encompassed participants from all over Japan, including those based in overseas offices.Services offered by Tanabe ConsultingWith a population of approximately 130 million people, Japan is a safe, cutting-edge Asian country that offers a very attractive business environment. On the other hand, for foreign companies looking to enter the Japanese market, Japan is an unknown market, with unique business customs and business practices. In order to smoothly launch a business in Japan and penetrate the Japanese market, it is important to build an entry and market expansion strategy based on a clear understanding of the market size and future potential of your product, the competitive landscape and differentiation from competitors, and your supply chain model.Tanabe Consulting is a pioneer in management consulting in Japan, with over 65 years of history and experience. Tanabe Consulting, with its thorough knowledge of the Japanese business environment, provides total support for expansion and development in the Japanese market.（１）	Japan Market AnalysisTanabe Consulting, which operates in 10 regions throughout Japan, can provide highly accurate market research and information through consultants who are familiar with the relevant areas.（２）	Entry strategy planningAfter market analysis, we will prioritize your expansion into the Japanese market based on your goals and your company's strengths and core competencies. We determine the direction of entry, create a roadmap, and provide support for the materialization of your strategy.（３）	Marketing Implementation SupportBased on market analysis and entry strategies, we support your business in Japan by identifying potential partners and implementing effective website development and marketing initiatives in Japan, drawing on over 65 years of nationwide management consulting experience and network.（４）	Cross-border M&amp;ABased on our contacts and networks with companies throughout Japan, cultivated through more than 65 years of management consulting, we support capital alliances with companies that are suitable for gaining a position in the Japanese market.About Tanabe Consulting Group (TCG)Founded in 1957, TCG is a leading management consulting firm in Japan with over 65 years of history and achievements. Based on the management philosophy of “we love companies walk together with companies and work for company prosperity,” aiming to create values for the future society.TCG primarily serves top management (executives and leaders) of large and medium-sized companies, as well as government and public organizations, having supported more than 17,000 companies since its founding. In the area of management consulting, TCG has developed a comprehensive consulting model that provides support for corporate management from strategy formulation (upstream) to the implementation and execution of management operations, such as DX in the field (midstream to downstream), with close ties to local communities throughout Japan.Adhering to a client-centered philosophy of “All for Client Success,” TCG offers “team consulting,” where multiple professional consultants are selected to form a team tailored to address the specific management challenges of each company.

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•	ASEAN is the most targeted region for expansion; nearly half expect "increased revenue and profit" in overseas business over the next three years
•	Results of the "corporate survey on overseas business by Japanese companies" released