Prologue: Business is a challenge from zero.

Chapter 1: Why Do Business?

Set a higher purpose
Business is built on the human heart.
Becoming irreplaceable
Quit your job when success is right in front of you
The strongest and most solid thing, the human heart

Chapter 2: Creating New Value

The moment you are caught up in common sense, the possibility becomes zero.
If you have confidence in your work, face it with confidence.
The president is not the owner of the company, but its spokesperson.
Create value, not products
Insist on perfect quality that will make your hands feel like they're being cut.
How to Turn Customer Respect into Sales
It's not your job to chase after someone.
Can you be confident that it is perfect?

Chapter 3: Can Organizations Be Transformed?

A business grows as fast as its entrepreneur.
If it's not painful and desperate, it's not a business.
Leave your own legacy to the world
Let the same ideology flow to the lowest levels.
As my mind changed, my customers' reactions changed.
An amoeba organization where everyone is alive and moving
How much does your organization earn per hour?

Chapter 4: Are you immersed in it with fiery passion?

What determines the outcome of life
Wish and wish again until the gates of the universe open.
Learn from the laws of nature
Give one and get ten
The reason I have never failed in business

Chapter 5: Why I First Jumped Into This

Good intentions are always stronger than strategy.
The belief that you can win even if you compete cleanly
Become the industry leader as quickly as possible
Work only for people
Why we must give back to the world what we have gained
For the sake of all humanity
To you who drew your sword toward a bigger world

“Please let us know that this is business!”
A roadmap for success that transformed a rural small business with a capital of 30 million won into a global top 100 company.

Thirty years ago, in a back alley in Kyoto, Japan, young entrepreneurs, each driven by a desire for success, brightened the dark night with their ideas and dreams.
In their midst, an old man with white hair was quietly listening to the young people with an inscrutable expression on his face.
Every time the old man opened his mouth, the young people asked him questions fiercely, sometimes seriously, sometimes with bright smiles.
“Mr. Chairman, please tell us how to grow our business!”

The old man's name is Kazuo Inamori.
He is a businessman who established a small business with a capital of 30 million won, entered the US advanced electronic components market for the first time in Asia, and won an order for 20 million products from IBM. He is also known as the 'God of Management' who has raised management to the level of philosophy by achieving dozens of times growth in every business he touches, including the aviation, telecommunications, and IT industries.
This 'management Q&A' between Kazuo Inamori and young entrepreneurs, which started in a back alley in Kyoto, expanded to 104 branches in Korea and abroad, including the US, Korea, China, and Brazil, over the past 36 years, and led to the management academy 'Seiwajyuku', which has been attended by 15,000 entrepreneurs from around the world, including SoftBank Chairman Masayoshi Son.
How special must his teachings have been that so many prominent businessmen gathered at Seiwajyuku to gain wisdom from him?

“How much does your organization earn per hour?”
"Ameba Management" and "Hourly Profitability": How a Dead Company Climbed to Industry Leaders

In 2009, the worst bankruptcy in modern business history occurred.
Japan Airlines, Japan's national airline, is mired in a 140 billion won deficit and has finally requested emergency relief from the Japanese Ministry of Finance.
How did a nation's flagship airline, with over 100,000 employees, incur such dire financial difficulties? At the time, Chairman Kazuo Inamori had stepped back from all management duties, converted to Buddhism, and devoted himself to spiritual practice. However, at the request of the Japanese government, he was appointed "Japan Airlines Emergency Management Officer."

This was the first question that Chairman Inamori, who had developed the world's first fine ceramic technology and helped grow a small to medium-sized company into a global enterprise, posed to the organization when he took office as CEO of Japan Airlines.
“How much are you earning per hour, and how much are you losing per hour?” At the time, Japan Airlines had long been mired in structural inertia, stifling challenges and experiments in a management environment that guaranteed steady sales and profits without any innovation.
They were running the business solely in the same way they had been doing it before, without even knowing how much money each division needed to make each month to sustain the organization, let alone the monthly expenses.
Although it had a large external structure, it was actually just a limited-time organization waiting for the day it would go bankrupt.

Chairman Kazuo Inamori divided the entire organization, from the aircraft maintenance department to the counter reception department, into indivisible cells like an amoeba, and thoroughly analyzed each organization's profits and costs, or "profitability per hour."
Let's make numbers the sole basis for judgment and decision-making. With just this simple change, Japan Airlines' performance took a sharp turnaround, drawing a V-shaped rebound. After only one year and six months of emergency management, it completely paid off 24 trillion won in debt and achieved its best performance ever.
Do you have a clear understanding of the profitability of your current business? If you can't answer this question directly, you and your organization are navigating the stormy seas, relying solely on intuition, without a compass or map.

“Any business that doesn’t start from zero is just child’s play!”
The Business Vessel: A Must-Read for Those Who Draw Their Swords to Embrace the Big World

Even Kazuo Inamori, who achieved such tremendous success, had an ordinary, if not insignificant, beginning.
He was only 27 years old when he left his successful company to found Kyocera.
Less than three years after founding the company, the company was in dire financial straits, unable to even pay its employees' salaries, let alone make a profit. The prototype it had developed while shedding tears in agony was discarded without even receiving a proper evaluation.
However, he eventually broke through the bleak time that felt like a tunnel with no exit with the power of 'this', and in the end, he left his own legacy to the world called 'Kyocera'.
What was the one thing he never missed until the very end?

“It’s not about being successful, it’s much more important to understand why you need to succeed.” Chairman Inamori asserts that to make a business successful, “you don’t need ability, experience, background, or money.”
He confesses that the final piece of the puzzle that helped him rebuild a collapsed company and make a seemingly impossible business a success was 'philosophy.'
This was the question he ultimately faced after decades of turbulent business.
"Why did I get into this in the first place? What legacy will I leave behind in this world?" he asks.
“If anyone can answer this question, they can come back to life!”

Whether you're inside or outside the corporate walls, leading others or working alone, we live in an era where everyone must become an entrepreneur at some point.
If you're someone who's just starting a business and feels lost about which direction to take, I hope you'll consider "what legacy I will leave behind in this world" through this book, which contains the teachings of Seiwajyuku, which has designed the businesses of over 15,000 entrepreneurs around the world.
If you can find the answer, you will have the courage to turn your struggling business around.