6 Million Yen Personal Capital & Strategic Investment Plan — The First 90 Days to Becoming a 'President' —

The Journey to Building a Factory & Terrace

A Salaryman's Vision for Business Succession via M&A.

Part 1: The True Role of 6 Million Yen in Capital

Acquiring a company using 6 million yen of personal capital and a loan.

This does not mean the money is 'for buying directly.' There are three true roles for this 6 million yen.

1. Proof of Creditworthiness: It is the strongest proof of credit to show financial institutions (such as the Japan Finance Corporation) that "I am prepared to invest this much of my own capital." This becomes the greatest leverage for securing a 19 million yen loan.

2. 'Ammunition' for Preparation: This is upfront investment capital used to pay for initial fees and consultation fees for experts (lawyers, accountants, etc.) needed during the M&A preparation period before the loan is executed.

3. 'Seed Money' for the Future: This becomes the initial "capital" for the newly established company and is essential funding to ensure social credibility.

Part 2: Specific Budget and Investment Timing

This section shows how to strategically invest this 6 million yen in line with the M&A phases.

Phase 0.1: M&A Preparation Period (Before Loan Execution / First 3 Months)

Expenses paid in advance from personal funds.

• Consultation and Initial Fees for Experts: Approx. 300,000 yen

  • (Initial consultations with lawyers, tax accountants, and judicial scriveners, as well as initial fees for M&A brokerage firms, etc.)

• Corporate Establishment Preparation Expenses: Approx. 100,000 yen

  • (Creation of company seals, stamp duty for articles of incorporation, etc.)

• Other Research Expenses: Approx. 100,000 yen

  • (Travel expenses for on-site surveys, document purchase costs, etc.)

• Total Expenses at this Stage: Approx. 500,000 yen

Phase 0.2: Corporate Establishment & M&A Execution Period (Immediately After Loan Execution / Next 3 Months)

From the total project fund of 25 million yen, which combines the loan (19 million yen) and personal capital, the personal capital portion is formally invested as follows.

• Invested as capital for the corporation: 3 million yen

  • This will be the new company's initial asset. It serves as the foundation for the company's credit.

• Invested as M&A expenses and working capital: 2 million yen

  • This will be allocated for professional success fees and a portion of the working capital immediately following the acquisition.

• [Most Important] Retained personally as an emergency reserve fund: 500,000 yen

  • Do not put all 6 million yen into the company. Always keep this on hand as a final 'fortress' to protect your personal life in case of an emergency.

Part 3: The First 90 Days as 'President'

This is the most important 90-day action plan that begins the day the M&A is finalized and you become the 'President'.

• The First 30 Days: 'Month of Listening' — The Job is to Listen

  • Goal: Learn the 'faces, names, and dreams' of all employees.

  • Action: Conduct one-on-one interviews (30 minutes to 1 hour) with every employee. Your job is not to talk about your vision. 'What is the joy of working at this company?', 'What are your anxieties?', 'What kind of sweets would you actually like to make?'... Simply listen intently to their voices.

• The Next 30 Days: 'The Month of Shared Vision' — The Protagonists of the Story are the Employees

  • Goal: Make employees the 'first enthusiastic fans' of the vision.

  • Action: With the former owner also in attendance, hold a 'New Factory & Terrace Unveiling' for all employees. There, for the first time, share the grand story of the 'Factory & Terrace' you envision. Then, sincerely convey that 'the protagonists of this story are each and every one of you,' and that they are the irreplaceable partners of the new company.

• The Final 30 Days: 'The Month of Small Successes' — Turning Trust into Results

  • Goal: Create the first successful experience together that convinces employees that 'this president is not just talk.'

  • Action: Immediately implement one of the improvement suggestions raised by employees during the 'Month of Listening' (e.g., 'the workbench is hard to use,' 'we want a microwave in the break room'). At the same time, have the entire team taste the first prototype of the new flagship product and celebrate its completion in style.