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    Measures to Reform Business Type (Corporate) Obsolescence

    Akira Tsuchiya(en)
    Akira Tsuchiya(en)

    Measures to Reform Business Type (Corporate) Obsolescence

    Companies have a life span.

    Companies that were thriving two or three years ago are becoming increasingly stagnant. This is the way of the human world. People get bored. They run to something new.

    It is a well-known fact that business conditions have a life span and become obsolete over time.

    They try desperately to prolong their life by implementing various measures, but as the years go by, minor changes are no longer effective. Then, a drastic change in business conditions becomes necessary, but everyone continues to make minor changes.

    Drastic changes are risky and, as they say in medicine, a surgical operation. Companies and businesses that fail to take the plunge end up ending up where they are.

    Some of the companies and businesses I have been involved with in the past are now in their final stages.

    The direction of reform is vertical and horizontal.

    What will happen if we reform vertically?

    What happens if we reform horizontally?

    Those with good intuition have noticed!

    Will it end like this or will it be reformed?

    I'm sure there are many drastic measures that can be taken, but I'm going to miss it.

    P.S.

    Booms always spiral up from bottom to top touching left and right.

    Just one centimeter difference between the left end and the right end up and down will result in a completely different type of business.

    Moreover, the same concept returns in cycles of years.

    The same concept returns in cycles of years, evolving and sublimating from left to right and from bottom to top.

    The boom of a business category can be seen by looking vertically and horizontally.

    Ascentia Holdings Inc.

    Bridge between Japan and ASEAN !

    Assentia Holdings

    Akira Tsuchiya
    Akira Tsuchiya(en)

    Akira Tsuchiya(en)

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    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"