---
title: The Perils of All Stores in the Black!
description: "全店黒字の危うさ\n狭き門から入れ！\n優秀な店長こそ赤字店舗に配属する\nしっかりした予算を付けて、様々な企画、チャレンジをおこなう。\n黒字化で最大の賛辞と報酬を与える。\nなぜなら会社の成長に必要なノウハウを作り込んでいるわけだから。\n会社を経営すると赤字店は絶対に生まれる\n黒字店舗には危機感がない。"
---

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# The Perils of All Stores in the Black!

![Akira Tsuchiya](https://app.hubspot.com/settings/avatar/a388bcd440947d185082b011694402a5) 

[Akira Tsuchiya](https://blog.assentia-hd.com/en-us/blog/author/akira)

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> ## The Perils of All Stores in the Black!（Surplus）
> 
> 
> 
> 
> 
> Are loss-making stores really evil?
> 
> As you develop your business, you are bound to encounter loss-making stores. Management's response to this situation varies.
> 
> They may set a period of time during which they close the stores instantly, or they may manage the stores idly without a sense of crisis because the profitable stores compensate for the loss of the deficit.
> 
> Various.
> 
> My view is this.
> 
> The best managers are the ones who are assigned to loss-making stores, with a solid budget and a variety of projects and challenges. Give them the greatest praise and rewards for turning a profit.
> 
> This is because they are building the know-how necessary for the company's growth. When you run a company, there are bound to be loss-making stores.
> 
> Salaried store managers are happy when they are assigned to profitable stores. Store managers who want to become independent are happy when they are assigned to loss-making stores.
> 
> In physical terms, to make a surplus is to maintain blood volume in the body, to close a deficit store is to stop the bleeding, and to turn a deficit store into a surplus is to go out and get more and more food to make blood.
> 
> This is the most important thing!
> 
> Also, often there is no sense of crisis in a profitable store. There may be a sense of crisis in comparison with the budget, but....
> 
> Efforts and improvements are not generated; they are only generated in loss-making stores.
> 
> The difference is about the difference between Maslow's "survival needs" and "social needs.
> 
> It is always better to have about 3% of all stores in the red. It is there that the best managers will continue to create the know-how for the future.
> 
> Enter through the narrow gate!
> 
> Hard work is food for thought. This effort is absolutely necessary for the company's growth.
> 
> Without innovation and effort, a strong corporate entity will not be born.
> 
> And when all the stores become profitable, there will surely be another loss-making store born from it. In the end, management is a cycle. And it grows stronger.
> 
> A company that rides the environment and grows without hard work and effort is weak. This is because they cannot make improvements on their own.
> 
> A company with too strong a sales force is weak in terms of product strength. Because they can sell anything with their sales force. Companies with too strong a product line have weak sales forces. Companies with too strong a sales force are weak in sales, because their products are so good that they can sell them without any effort.
> 
> A company in a regional city that we support does not develop new business models in the city center. First, they develop in a local city with a small population.
> 
> This is a test to see if the new type of business will attract and satisfy customers without sales. Then, they will conduct various marketing activities in the sparsely populated cities, while monitoring the situation, and develop this into know-how. We will make it into something that can be used throughout the country. This is the gift of management.
> 
> There are many ways of thinking about how to make a company strong, but for your information.
> 
> Assentia Holdings Akira
> 
> → My facebook 

![Akira Tsuchiya](https://app.hubspot.com/settings/avatar/a388bcd440947d185082b011694402a5)

#### Akira Tsuchiya

[Follow me on my website](http://assentia-hd.com?hsLang=en-us) [Follow me on Facebook](https://www.facebook.com/atutiya) [Follow me on LinkedIn](https://www.linkedin.com/in/akira-tsuchiya/) [Follow me on Twitter](https://twitter.com/Atutiya)

Our background In 1991, we started the business that was not yet found in Japan, or even in the world. That business was to become an agency who provides franchise store-development service. We came up with the idea to persuade companies to join a franchise as their new business; our target was not individuals, but the small and medium-sized enterprises who already established with their businesses. With that as a start, we managed to expand over 30 franchise brands including various restaurant brands i.e. Bakery Restaurant St.Marc(650 uint in Japan, BBQ “Gyu-kaku”(850 unit in Japan), Katsudon “Katsuya”(350 unit in Japan), Sushi delivery “Gin-no Sara”(730 unit in Japan), and from other hospitality business categories i.e. Second-hand automobile dealer “Gulliver”(450 unit in Japan), Second-hand golf club dealer “Golf Partner”(350 unit in Japan), Women’s fitness club “Curves” (2,000 unit in Japan as a master franchisor of the American brand), by selling new businesses to small to medium-sized enterprises in Japan. Number of the stores we successfully opened are over 8000 ! During this time, in 1996, Akira has established a company, Prime Link Co.Ltd., to start a business that we become franchisee ourselves to grow the business. In 2001, Prime Link Co, Ltd., became the very first franchise business company that is listed on the stock market(Nasdaq Japan). In 2006, Akira left Prime Link and started our company, Assentia Holdings, Inc. In 2010, Akira has established Assentia Holdings PTE. Ltd. in Singapore, and started the business to connect Japan and the world. During the last 5 years, our client’s franchise stores have spread in 19 countries（180 unit) in the world. Japanese food business and Japanese-style service are catching a great deal of attention from the world. Our work is spreading out from Asia to Oceania, Middle Eastern, Europe and North, Central and South America. Published a business book "Gain F&B franchise business opportunities in Asia"

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