What is the 'way of choosing where to spend' common to top-tier managers?

As a tax accountant working with various business owners, I have noticed something. It is that there is a common trait among those with annual sales exceeding 100 million yen.
In the series 'Financial Strategies for Significant Growth: Common Traits of Managers with Annual Sales Over 100 Million Yen,' I will introduce the financial skills that top-tier managers have acquired. This time, the theme is 'How to choose where to spend.'

Many people buy cars for tax-saving measures

No one wants to pay taxes if they can help it.
I often receive consultations from business owners saying, 'I'm thinking of buying a car for tax-saving purposes, what do you think?' It is generally known that small and medium-sized business owners buy cars for tax savings, and they likely have that in mind.
I also occasionally meet with car dealers, and I am often encouraged to do so.
'It's a great deal because you can use it for both work and private life.'
'It will save you on taxes.'
'It also serves as an investment for your business.'
When receiving proposals like these, I can understand the urge to buy.

It saves on taxes, but your money is definitely decreasing

I am not against buying a car. It is true that car purchase costs can be recorded as expenses to some extent, so it does save on taxes. If you are going to make a large expenditure for tax-saving purposes, a car for daily use would be the first candidate to come to mind.
However, what is often forgotten is the fact that 'the balance is negative.' The amount saved on taxes basically never exceeds the amount paid for the car purchase.
Despite this, I feel that many people decide on such large expenditures with only a vague sense of 'tax savings,' 'using it for work,' or 'being able to use it privately.' The top-tier managers I have worked with checked the balance strictly, even when buying a car.

Is it an expenditure that can be recovered?

There is an important point. It is the concept of investment recovery. It is the perspective of 'Is the expenditure for buying that car an "investment" that can be recovered, or is it "waste" that cannot be recovered?'
For example, suppose that by obtaining a car, you can expect the effect of reducing travel time. If you use the secured time meaningfully to expand profits, and the accumulated profits within the depreciation period of the car exceed the expenditure for the car, then the car purchase can be said to be a valuable investment. Conversely, if you cannot expect to recover the expenditure, it should not be bought from the perspective of financial strategy.

What is important is the concept of investment recovery

If you acquire the concept of investment recovery, even if you were to buy a car, it will be decided 'what' you should buy. If you can expect to secure large profits by purchasing a car, luxury cars like a Mercedes or Tesla might come into view. On the other hand, if the profit to be gained is small, a conclusion that a March or Note is appropriate, or that it is better not to buy one at all, is also possible.
In my case, I want to use travel time for work such as replying to emails and checking tasks, so I use taxis frequently. A private car that requires me to drive is not a meaningful investment for me.
By the way, the reason I don't use trains is that if I work during the travel time that can be shortened by a taxi, I can secure a profit that exceeds the difference between the taxi fare and the public transportation fare.

In summary, the answer to the question at the beginning is 'If you can recover the cost, buying a car is an option.' What managers with 100 million yen in annual sales have in common is that they clarify the costs and profits generated by their management decisions and weigh them against each other. Conversely, I feel that those who struggle with business expansion have a weak perspective on investment recovery and are swayed by momentary, ephemeral benefits.

If you are particular about expenses, you will acquire time management skills

When I make management decisions, I also plan the profits I can generate. Once I decide and spend, I have been particular about how I use every moment of my time to exceed the planned profits. This is because I realize how much money and energy I have spent to carve out even a small amount of time.
I am also conscious of making the time I spend with people as productive as possible. I strive to convey everything I can propose within the limited time, and I am also delicate in my communication so that it is conveyed to the other party as much as possible.

If you are particular about where you spend, you will be able to be particular about profits.
If you are particular about profits, you will be able to be particular about time management.
If you are particular about time management, various skills such as communication will also be polished.

'Strictly examining where to spend'
might feel rigid and suffocating, but it leads to broad self-growth. And if a manager grows, the company will also grow. At least that is what I have learned from the attitude of top-tier managers.
I would be happy if you could use this as a reference.

I am also sending out information on LINE. Please feel free to add me as a friend♪