Case Study: Implementing to Reduce Dependence on Individual Expertise and Improve Reproducibility

Regional Bank Sales digital transformation
Visualizing customer information on a map. Transforming a sales organization into a self-motivated, efficiency-driven organization

The Bank of the Ryukyus, Ltd.

Insurance and Financial Services

Depersonalization and
reproducibility UP

1001-5000 persons

Sales activities doubled through efficient visits enabled by information sharing Sales digital transformation underpinned record-high sales

Akira Co., Ltd.

Human resource
development and
know-how sharing

Introduced to all 13 domestic sales companies and greatly improved the quality of customer touchpoint. Returning to the roots by regaining the mobility of field sales

Kubota Corporation

Achieved a 40% reduction in "non-sales" man-hours and a 1.5-fold increase in sales activities. Succeeded in reducing overtime by half while maintaining the number of sales.

Proto Corporation

Advertising and Information and Communications Industry

Human resource
development and
know-how sharing

301-1000 persons

UPWARD is used for rounders.
Even newly hired staff can quickly move into field work

Asahi Field Marketing

Depersonalization and
reproducibility UP

1001-5000 persons

In field sales, if results and expertise depend on just a few sales representatives, the organization’s ability to replicate those results will be limited.

UPWARD helps visualize and standardize work processes, making it easier for anyone to implement actions that drive results. Here, we present case studies that demonstrate how the solution has eliminated reliance on individual expertise and improved reproducibility.

Sales activities doubled through efficient visits enabled by information sharing Sales digital transformation underpinned record-high sales

Akira Co., Ltd.

Reduction of
reporting time

photograph of two people, usu. male and female

In just two months since its introduction, the number of activity entries has increased by approximately 60%, and the number of reports after 5:00 p.m. has been reduced by half, improving operational efficiency and changing work styles.

Tosoh Corporation

Centralized management
of customer data

Visualizing the results of activities promotes a sense of accomplishment. Accumulated data is an asset for the future.

Sansei Landic Co.

The number of activity entries has doubled in six months. Visualization of the sales field has improved internal collaboration and deepened trust with customers.

Nippon Liquor Co., Ltd.

Centralized management
of customer data

〜300名

Problem:

UPWARD, WHICH SUPPORTS DOUBLE-DIGIT GROWTH, IS DEPLOYED TO ALL FIELD SALES. SALES EFFICIENCY DRAMATICALLY IMPROVED BY DE-PERSONALIZATION.

Zenhoren

Insurance and Financial Services

Winning B-to-C door-to-door sales through thorough customer management. The challenge of a start-up company that does not "exhaust" salespeople.

RGI Corporation

〜300名

Problem:

Eliminating the sales gerrymandering and converting data into
company assets. Increased travel efficiency and customer contacts with "sales type" that increased
the amount of action by 45%.

Nissen Sangyo Co.

〜300名

Problem:

Improve quality and
quantity of input data

Evolved into a new activity management style that creates motivation through "greening of the desert"; sales performance increased 5.5-fold after one year.

Daihatsu Motor

A great challenge in the 60th year since the company's founding.
Accelerating information sharing with nationwide branches
through "visualization" of sales activities

Asahi Golf Corporation