2009年9月の設立以来「取引先は1社」という状態が続いていた。会社案内も無ければ、セールスの方向性も無いという状態を脱却させるべく、シンガポールおよび周辺国のIT事情に合ったセールスの方向性と、提供するサービスの内容を決定。自身もセールスに同行し、お客様へのヒアリングを実施。また、自社内におけるファイルサーバ導入、課題・ToDo管理の導入など管理面でのウィークポイントの解消、効率化を推進。
It was holding the situation of "having only one correspondent", since its establishment in September,2009. They tried to overcome with the situation of not having neither company information nor direction for sales. To do such, they decided its sales directions matching IT states in and around Singapore and services they will provide. They attended sales by themselves and performed hearing from their customers. Also, they solved their weak points of management and made effective progress by introducing file-server to their company and organizing Subject/To Do.
シンガポールおよび東南アジア周辺国のITマーケットを調査し、比較的システム化が進んでいない領域をピックアップ。主に日系企業を対象として、システム化の提案を実施。入社後3ヶ月で財務状況の悪化により倒産、すべての案件・社員を取引先企業に移管させた。
I researched IT market in Singapore and other Southeast Asian countries, and picked up the area where formulation had not been improved.
I mainly proposed formulation to Japanese companies .
The company failed because of the aggravation of the financial situation three months after working for it.
I transferred all matters and employees to counterparty.
