Starting a Business in Japan
~
Drawing up a Business Plan
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外国人のための起業ガイドブック
（事業計画書作成編）
（事業計画書作成編）
外国人のための起業ガイドブック
o S t a r t in
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u s in e s s i n J a p a n ~ D r a w in g u
p a B
u s in e s s P la n ~ o S t a r t in
g a B
u s in e s s i n J a p a n ~ D r a w in g u
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”Mipro's Guide to Starting a Business in Japan” published by Manufactured Imports and Investment Promotion Organization (MIPRO) is designed to provide information on necessary matters thematically when foreigners start a business in Japan as a business owner.
The edition titled “Drawing up a Business Plan” provides easy-to-understand explanations with diagrams so that you can easily grasp the purposes of drawing up a business plan, how to put them to use, and the steps for drawing them up.
The contents of this guidebook are as follows:
I. Purposes of Drawing up a Business Plan and its Uses
Explains what a business plan is and the situations in which it is used.
II. Steps for Drawing up a Business Plan
Provides easy to understand explanations through the use of low charts on the steps for drawing up a business plan. These can be used as a reference when writing up your own business plan.
III. Reviewing your Business Plan
Explains how to review a completed business plan. Reexamining your business is something that must be done not just once but repeatedly and over and over again.
March 2018 Author
Shuji Takahashi, MIPRO Investment Adviser, Administrative Scrivener
Served in the Prime Minister’s Oice (currently the Cabinet Oice) as well as the Cabinet Secretariat. He then worked for foreign-ailiated information service companies among other companies before establishing an administrative scrivener oice in December 2003. Specializes in business startup and establishment assistance, approval and authori-zation procedures, and residence status applications for foreigners.
I. Purposes of Drawing up a Business Plan and its Uses
1 Starting up a Business and the Business Plan 4
2 Purposes of Drawing up a Business Plan 4
3 Utilizing the Business Plan 5
II. Steps for Drawing up a Business Plan
1 Decide products or services. 8
2 Decide selling price or supply price for the products or services. 9
3 Estimate sales quantity or supply quantity for the products or services. 9
4 Project sales volume (target igure). 9
5 Decide procurement methods for the products or services. 10
6 Estimate procurement costs for the products or services. 10
7 Decide sales methods and supply methods for the products or services. 10
8 Estimate direct sales costs and supply costs for the products or services. 10
9 Organize thoughts on people who will be involved with the business. 12
10 Estimate selling and general administrative expenses. 14
11 Estimate cash low. 15
12 Estimate costs for each type of fund. 16
13 Draw up a proit plan. 18
III. Reviewing your Business Plan
Appendix
Sample Business Plan 21
Reference
1
Starting up a Business and the Business Plan
It is possible to start up a business without a business plan. To establish a stock company or limited liability company, the submission of certain documents is required by law (e.g. the Companies Act). The submission of a business plan, however, is not a requirement for establishing a company. For instance, when establishing a restaurant, while the approval of the public health center is required, submission of a business plan is not one of the requirements. What then is the purpose of drawing up a business plan?
2
Purposes of Drawing up a Business Plan
The following are three main purposes for drawing up a business plan:
(1) Determine the approximate amount of required capital
One is to estimate the approximate amount of capital required in starting up your business. Determing this figure will allow you to come up with a plan for procuring funds; e.g. whether your business can be self-financed, and if not, whether you will receive assistance from a third party or receive a loan.
(2) Determine the sustainability of the business
Another is to determine whether the following cycle can be established: investing funds to purchase goods, generating revenue by selling those goods, purchasing goods once again with that revenue, and selling those goods.
(3) Use it as a decision-making tool for reevaluating your business
And the other is to use as a tool for determining whether to change course when business is not doing well. Running a business will not always be smooth sailing or go according to plan. Reevaluating your business will increase the likelihood for your success compared with a haphazard style of running a business.
3
Utilizing the Business Plan
For the above purposes, you should draw up your business plan and try to examine the details of your business and to track the state of your business. It can also be used for explaining your business to a third party, as described below.
(1) When obtaining a “Business Manager” status of residence
If you are a foreigner and wish to operate a business in Japan, you may need to apply for a “Business Manager” status of residence. As part of the application process, you will be screened on whether the business you wish to establish meets the requirements for obtaining the status of residence. One document that needs to be submitted when applying for this status of residence is the business plan. Criteria examined in the screening include your investment size, whether you have a place of business, and the continuity and stability of your business.
(2) When obtaining business funds such as subsidies, grants, and loans
When applying for subsidies and grants, you will be screened on whether your business is eligible to receive the particular subsidy or grant. To be qualiied, your business is required to be such a business feasible enough and helping the social economy. One document you will need to submit as part of the application process is the business plan.
Similarly, when applying for a loan, your business will be screened on criteria such as whether you are the right business for granting a loan to, whether the establishment of a new business will contribute to the economy of the region, and whether you are capable of repaying the loan. The business plan is one of the documents that need to be submitted for review as part of the application process.
(3) When gaining the cooperation of a third party
In this chapter, draw up your own business plan according to the low chart below. Please use the Appendix “Sample Business Plan” (which can be found at the end of this guidebook) as a reference as well.
*Note: The business plan presented in this section covers the most commonly used items. Therefore, if you follow the steps, you will be able to draw up a business plan. However, please bear in mind that the business plan presented is merely an example. When drawing up your business plan, be sure to adjust the steps or content according to the circumstances of the business you are looking to set up or your own circumstances. In addition, the words [business overview] have been placed at the top of the sample. But descriptions of the business overview have been omitted in the body of this guidebook. This is because the content of the business overview will vary depending on the intended purpose of the business plan or the type of business.
1
Decide products or services.
2
Decide selling price or supply price for the products or
services.
3
Estimate sales quantity or supply quantity for the products or
services.
4
Project sales volume (target igure).
5
Decide procurement methods for the products or services.
6
Estimate procurement costs for the products or services.
7
Decide sales methods and supply methods for the products or
services.
8
Estimate direct sales costs and supply costs for the products
or services.
9
Organize thoughts on people who will be involved with
the business.
10
Estimate selling and general administrative expenses.
11
Estimate cash low.
12
Estimate costs for each type of fund.
13
Draw up a proit plan.
1
Decide products or services.
If you are planning to start up a business, you have probably already decided what products or services you will sell or supply. If you have not decided on the particular products or services, tentative ones will be ine. Unless you decide on what to sell or supply, you cannot move on to the next step for drawing up a business plan. Once you have made up your mind, ill in the below table to organize your data.
Names of products or services
Overview of products or services
Characteristics of products or services
Why you chose the products or services
Names of products or services
Write down a concise name that can be understood by a third party. You may write down the name of your business.
Overview of products or services
Provide a concise description of the products or services. Describe their intended use and purpose of application, as well as the sales or supply methods.
Characteristics of products or services
Describe the features or selling points of the products or services as well as how the products or services difer from what is already in existence.
Why you chose the products or services
Describe why you chose the products or services. Explain the market environment for your products or services as well as how they relate to you. Be sure to also describe what you have experienced so far, what you are preparing for the business that you intend to start, and what you are aiming for in the future. You will have an easier time organizing your thoughts on why you chose the products or services if you include your philosophies and passions as the owner.
2
Decide selling price or supply price for the products or services.
Deciding the selling price or supply price for your products or services is the most important and diicult issue that must be addressed in sustaining your business. Once you decide on a price, it does not mean that you cannot change it. You need to reconsider the price over and over again in the process of drawing up your business plan. If you have multiple products or services, decide a selling price or supply price for each. In general, a selling price or supply price should be determined by considering the prices of similar products or services or the procurement costs.
3
Estimate sales quantity or supply quantity for the products or services.
Decide the sales quantity and supply quantity. If making an estimate is diicult at this point, it may be a good idea to perform a back calculation after projecting the sales volume (step 4).
4
Project sales volume (target igure).
Once you decide the sales price or supply price as well as the quantity for your products or services, you will be able to make a rough estimate for the sales volume by using the following formula: price × quantity = sales volume. You can also estimate the sales volume by using such data as the sales loor area, as shown below.
Retail
Restaurants, barbershops, beauty salons
Sales by sales staf and labor intensive businesses such as janitoring
Product manufacturing or processing
Sales volume per 1 m2 (or tsubo) × sales loor area
Average customer spending × seating capacity × customer turnover
Sales volume per person × number of personnel
5
Decide procurement methods for the products or services.
You will decide whether you will purchase inished goods or purchase raw materials and process them. Another thing you need to do is to look into such issues as the payment conditions and whether potential suppliers for your goods or materials will be able to provide a steady supply.
6
Estimate procurement costs for the products or services.
If you are planning to purchase inished goods, make an estimate for the goods. If you are planning to purchase raw materials and process them, make a cost estimate for the raw materials and processing. If you will be supplying services, make an estimate for the required direct costs for the provision of the services.
7
Decide sales methods and supply methods for the products or services.
Decide whether you will open a store, or you will set up an online mail order service, or both of them to sell or supply your products or services.
8
Estimate direct sales costs and supply costs for the products or services.
Estimate the required costs to use the sales or supply method you chose in 7 above.
(A) The case you decide to rent a physical store to sell or supply your products or services
・Required costs to rent a store.
Estimate the required costs for renting a store such as the rent, rental deposit, security deposit, key money, and real estate agency fees. Make an estimate by splitting up the costs into temporary expenses (required at the time of establishment) and monthly expenses.
・Required initial costs such as store facilities.
If your business is a restaurant, barber shop, or beauty salon, make a cost estimate for the interior decor, furniture and fixtures, and equipment. Making such estimates can be burdensome. Therefore, it is a good idea to request an estimate from the interior decor contractor, machinery contractor, or equipment contractor. It is difficult for the contractor to provide a cost estimate unless the speciics such as the location and size of the store as well as the facilities that will be installed have been speciied. Request for a cost estimate to the contractor should be made at the time you decide on these speciics.
(B) The case you set up an online mail order service
Use the below table to organize each of the cost items explained above (2 through 8).
Selling price or supply price for products or services
Fill in such information as the per item price as well as per customer price, and a price list.
Sales quantity or supply quantity for products or services
Fill in such information as the monthly sales quantity and number of expected customers.
Projecting sales volume (target igure)
Project and ill in the sales volume based on the above selling price and sales quantity.
Procurement methods for products or services
Indicate whether you will purchase inished goods or purchase raw materials, as well as the suppliers you will use for purchasing goods or raw materials.
Procurement costs for products or services
Fill in such information as the costs of purchased goods, raw material costs, and processing costs.
Sales methods or supply methods for products or services
Fill in such information as whether you will open a physical store or sell or supply your products or services online.
Direct sales costs or direct supply costs for products or services
9
Organize thoughts on people who will be involved with the business.
All of the estimates up to this point have concerned the products or services and their costs. In this section, we now look at the items pertaining to people.
Your position, role, and salary
(Position or role)
Salary: yen
Motives for establishment and future vision
Qualiications, professional background, special skills and patents you own which are related to the reason for establishing your business
Business partners
(Division of roles) Number of partners:
yen
Employees
(regular employees / part timers)
Number of employees:
Salary: yen
Suppliers or manufacturers for products or services
Your position, role, and salary
Indicate your position or role in the business as well as your salary. Describe in detail the role you will assume in the company, like in the below examples. Indicate a ballpark monthly salary igure as well.
(Example) After establishing the company, I will assume position as representative director and will oversee the overall operation of the business.
Will be a person responsible for overseas purchases. Will be a person responsible for cooking Japanese cuisine.
Motives for establishment and future vision
Describe your motivation behind your decision to establish business, what preparations you have made in starting your business, your future vision you hope to achieve through the business, as well as your passions. It might be a good idea to make connections with your professional background.
Qualiications, professional background, special skills and patents you own
which are related to the reason for starting your business
If you have any qualifications, basic knowledge, or personal connections that you have been building, indicate those that you believe will contribute to the success of the business you are looking to establish, rather than showing of your experiences or qualiications.
Plans pertaining to business partners or other willing partners
Fill in this section if you will have people who will be involved with your business (e.g. business partners, other willing partners). Describe the people you have connected with to date and whether you have created a network of professionals that is necessary in running a business, as well as the type of assistance and cooperation you can expect from the network you built. In addition, indicate whether your business will be a sole proprietorship or if you will have business partners, as well as whether you have any family members or relatives who can assist you.
Employees (Plans pertaining to regular employees and part timers)
Fill in this section if you are planning to hire employees. Indicate whether the employees will be regular employees or part timers, as well as the number of employees you will have and their salaries. If you do hire employees, you will be required to pay for costs other than salaries, such as employment insurance.
Suppliers or manufacturers for the products or services
Indicate the suppliers of the products or services. In the business plan, you will need to indicate the specific company names or individual names. If you are planning to purchase raw goods and manufacture the goods yourself, indicate the suppliers of the raw materials, which do not need to be indicated in the case of purchaseing inished goods.
Sales destinations or supply destinations for the products or services
10
Estimate selling and general administrative expenses.
Estimate costs required to run your business other than the procurement costs as well as the direct sales costs and direct supply costs for your products or services (6 and 8 above). The cost items listed below can be considered examples of miscellaneous costs. Simulate the entire process (from the procurement of the products or services to their sales or supply) and list any costs that might be required. In the early stages of business startup preparation, when the exact amount of costs is uncertain, there is no need to make detailed calculations. However, if you do not calculate your expenses in advance, you will later be confronted with unexpected expenses.
Selling and general administrative expenses
Item Amount
Advertising
Rent (physical stores, warehouses, oices, etc.) Payroll
Utilities
Travel and transportation Communication
etc.
・ ・ ・ ・ ・ ・
11
Estimate cash low. (Drawing up a inancing table)
Project the actual cash low based on the results of your estimates up to this point and draw up a inancing table. The purpose of the inancing table is to take steps to prevent cash low problems such as cash shortage on due date.
First, grasp the low of revenues as in (A). Check whether the sales will be in cash or in receivables, and if it is the latter, check the appropriate length of the collection period. You will also need to check the flow of expenditures. Check the details regarding the date and amount of payment such as whether the payments will be made before or after delivery or if you will make your payments in cash when purchasing goods. You will also need to indicate the amount as well as date of payment for administrative and general costs such as sales costs, salaries and utilities.
Financing tables vary depending on the businesses, but generally include cash flow for about 6 months as in (B) shown below.
(A) Date and Projected Amount of Cash Flow
【Revenues】
Projected cash sales per month ○○yen
Receivable collected; Closing date: Date to be collected: ○○yen * List up other projected dates and amount of funds to be received in the following months.
【Expenditures】
Projected amount of cash paid for purchased goods ○○yen Payment of accounts payable; Closing date: Date of payment: ○○yen Payment of salaries; Closing date: Date of payment: ○○yen
Payment for utilities; Date of payment: ○○yen
Payment for communication; Date of payment: ○○yen Payment of oice/shop rent; Date of payment: ○○yen * List up other projected dates and amount of payments.
(B) Financing table for 6-months period
Month 1st month 2nd month 3rd month 4th month 5th month 6th month
Carry over from previous month
(Initial cash for the 1st month) yen yen yen yen yen yen
R
ev
enues
Cash sales yen yen yen yen yen yen
Receivables collected yen yen yen yen yen yen
Advances received yen yen yen yen yen yen
Other funds received yen yen yen yen yen yen
Total revenues yen yen yen yen yen yen
Expenditur
es
Amount of cash paid
for purchased goods yen yen yen yen yen yen
Payment of
accounts payable yen yen yen yen yen yen
Payment of selling and general administrative
expenses yen yen yen yen yen yen
Repayment of debt yen yen yen yen yen yen
Other expenditures yen yen yen yen yen yen
12
Estimate costs for each type of fund.
Classify each cost item you have estimated up to this point into facilities, running costs, and inancial expenditures, and draw up a business startup inancial plan based on your estimates for each category.
Cost Items Amount
Facilities
Stores, factories, oices, machinery, ixtures, vehicles, etc. (Breakdown)
・Interior work
・Machinery and equipment, facilities, and ixtures
・Display shelves
・ Security deposits for stores and oices, real estate agency fees
yen yen yen yen yen Running c osts
Raw materials, goods purchased, selling and general administrative expenses
(Breakdown)
▪Cost of sales
・Purchased goods
・Materials
・Labor
・Subcontracting
・Other manufacturing costs
▪Selling and general administrative expenses
・Advertising
・Rent (e.g. stores, warehouses, oices)
・Payroll
・Utilities
・Travel and transportation
・Communications
・Taxes and public charges
・Other periodic costs
yen yen yen yen yen yen yen yen yen yen yen yen yen yen yen yen Financial e xpenditur
es ・Repayment of debt (including interest paid)
・Depreciation
Draw up a business startup financial plan (as shown below) based on the results of the above estimates. Make sure that the amounts in (a) and (b) match. By drawing up this table, you will be able to see the amount of funds you need and decide how you will procure the funds.
If you are establishing a company, decide the amount of stated capital based on how much of the capital will be personal funds and how much will be contributions by relatives or acquaintances.
Necessary funds Amount Procurement method Amount
Facilities
Stores, factories, machinery, ixtures, vehicles, etc.
yen
Personal funds
yen
Contributions and loans provided by relatives or acquaintances
yen
Running c
osts Raw materials, goods purchased, selling and general administrative expenses
yen
Loans from the Japan Finance Corporation and other inancial
institutions yen
Total yen (a) Total yen (b)
13
Draw up a proit plan.
Draw up a business plan by following steps 1 through above and project the expected amount of profits from your business. Just as in the cash flow estimates, if you transcribe each item you considered up to this point, you will be able to complete the following table.
For your reference, according to the “Small Enterprise Management Index 2016” (Japan Finance Corporation Research Institute) the average igures of companies making proits in the retail industry with surplus capital amounted to a ratio of gross proits to sales (c. in the below table) of 37.4%, and operating margin of 2.3% (e. in the below table), and a recurring proit margin of 2.1 % (h. in the below table). Pro forma amounts for other industries are also provided in the statistics. You can draw up your proit plan by referring to the statistics as well.
Term 1 Term 2 Term 3
a. Sales yen yen yen
b. Cost of sales yen yen yen
c. Gross operating proit (a-b) yen yen yen
d. Selling and general administrative expenses yen yen yen
e. Operating proit (c-d) yen yen yen
f. Non-operating income yen yen yen
g. Non-operating expenditures yen yen yen
h. Ordinary proit and loss (e+f-g) yen yen yen
i. Extraordinary proit yen yen yen
j. Extraordinary loss yen yen yen
k. Current term proit or loss before tax (h+i-j) yen yen yen
l. Current term net proit or loss yen yen yen
Reference: https://www.jfc.go.jp/n/indings/sme_indings2.html
The following checklist, consisting of the 6 W and 2 Hs, is widely used when drawing up a business plan or reviewing businesses. Please examine each item of the business plan you have drawn up according to the checklist.
(1) What
What are the products or services?
What are the characteristics of the products or services? Do you have a grasp of the content of the products or services?
Can you ofer better products or services than those of other companies?
(2) Who
Who will run the business?
Will it be a sole proprietorship or will you establish a corporation? Will you run the business alone? Will you hire employees? Do you have or need willing partners?
(3) Whom
To whom will you provide your products or services?
What types of people do you envision will be your customers? Will they be individual customers or corporations?
From whom will you purchase your goods or materials?
(4) When
When will you start your business?
When will you inject capital or bring in human resources? Do you have a time plan for when and what you should do?
(5) Where
Where will you establish your business?
Will you open a physical store or will you set up an online mail order service? Will the location of your business be your home or will you set up an independent place of business?
What markets will you target, what industries or ields will you join?
(6) How
How will you develop and execute your business strategies?
How will you win the trust of customers?
How will you utilize your know-how when providing your products or services?
(7) How much
How much will the business cost?
How much startup capital will you need? What is your sales target?
(8) Why
Why do you want to start this business?
Why is it you who should start the business? Why did you choose that price?
Will the business have any signiicance to society?
Have the above eight questions been answered in your business plan? If not, go back to the item at issue and consider a diferent course of action. You may have already addressed the criteria. However, be sure to make changes and modiications over and over again by going back and forth between each criterion and reviewing them, to complete your business plan.
S a m p l e B u s i n e s s P l a n
[Business Overview]
Scheduled date of
establishment year month
Industry
Names of products or services
Description of products or services
Business style
※physical store or online
Location of place of business
Operating body ※
e.g. sole proprietorship or corporation
Amount of personal funds yen
Amount of contributions from
third party yen
Investors
Amount of stated capital
※in the case of a corporation
yen
Amount of debt yen
Revenues yen
Proits yen
Business partners
Employees
[Details of products or services]
Names of products or services
Overview of products or services
Characteristics of products or services
Why you chose the products or services
Selling price or supply price for products or services
Sales quantity or supply quantity for products or services
Projecting sales volume (target igure)
Procurement methods for products or services
Procurement costs for products or services
Sales methods or supply methods for products or services
[People who will be involved with the business]
Your position, role, and salary
(Position or role)
Salary: yen
Motives for establishment and future vision
Qualiications, professional background, and special skills and patents you own which are related to the reason for establishing your business
Plans pertaining to your business partners
(Division of roles) Number of partners:
yen
Employees (Plans pertaining to regular employees and part timers)
Number of employees:
Salary: yen
Suppliers or manufacturers for products or services
[Estimates for selling and general administrative expenses]
Selling and general administrative expenses
Item Amount
Advertising
Rent (physical stores, warehouses, oices, etc.) Payroll
Utilities
Travel and transportation Communication etc. ・ ・ ・ ・ ・ ・ yen yen yen yen yen yen
[Cash low estimates]
Financing table for 6-month period
Month 1st month 2nd month 3rd month 4th month 5th month 6th month
Carry over from previous month
(Initial cash for the 1st month) yen yen yen yen yen yen
R
ev
enues
Cash sales yen yen yen yen yen yen
Receivables collected yen yen yen yen yen yen
Advances received yen yen yen yen yen yen
Other funds received yen yen yen yen yen yen
Total revenues yen yen yen yen yen yen
Expenditur
es
Amount of cash paid
for purchased goods yen yen yen yen yen yen
Payment of
accounts payable yen yen yen yen yen yen
Payment of selling and general administrative
expenses yen yen yen yen yen yen
Repayment of debt yen yen yen yen yen yen
Other Expenditures yen yen yen yen yen yen
Total expenditures yen yen yen yen yen yen
Balance for month yen yen yen yen yen yen
[Estimates according to type of expense]
Cost Items Amount
Facilities
Stores, factories, oices, machinery, ixtures, vehicles, etc. (Breakdown)
・Interior work
・Machinery and equipment, facilities, and ixtures
・Display shelves
・ Security deposits for stores and oices, real estate agency fees
yen yen yen yen yen Running c osts
Raw materials, goods purchased, selling and general administrative expenses
(Breakdown)
▪Cost of sales
・Purchased goods
・Materials
・Labor
・Subcontracting
・Other manufacturing costs
▪Selling and general administrative expenses
・Advertising
・Rent (e.g. stores, warehouses, oices)
・Payroll
・Utilities
・Travel and transportation
・Communications
・Taxes and public charges
・Other periodic costs
yen yen yen yen yen yen yen yen yen yen yen yen yen yen yen yen Financial e xpenditur
es ・Repayment of debt (including interest paid)
・Depreciation
[Business Startup Financial Plan]
Necessary funds Amount Procurement method Amount
Facilities
Stores, factories, machinery, ixtures, vehicles, etc.
yen
Personal funds
yen
Contributions and loans provided by relatives or acquaintances
yen
Running c
osts Raw materials, goods purchased, selling and general administrative expenses
yen
Loans from the Japan Finance Corporation and other inancial
institutions yen
Total yen (a) Total yen (b)
[Proit Plan for three terms]
Term 1 Term 2 Term 3
a. Sales yen yen yen
b. Cost of sales yen yen yen
c. Gross operating proit (a-b) yen yen yen
d. Selling and general administrative expenses yen yen yen
e. Operating proit (c-d) yen yen yen
f. Non-operating income yen yen yen
g. Non-operating expenditures yen yen yen
h. Ordinary proit and loss (e+f-g) yen yen yen
i. Extraordinary proit yen yen yen
j. Extraordinary loss yen yen yen
k. Current term proit or loss before tax (h+i-j) yen yen yen
Small and Medium Enterprise Agency
http://www.chusho.meti.go.jp/index.html
http://www.chusho.meti.go.jp/sme_english/index.html
· Business startup assistance · Subsidies
Organization for Small & Medium Enterprises and Regional
Innovation, JAPAN (SME Support, Japan)
http://www.smrj.go.jp/index.html http://www.smrj.go.jp/english/index.html
· Business startup assistance · Sales expansion · Fund raising
Japan Finance Corporation (JFC)
https://www.jfc.go.jp
https://www.jfc.go.jp/n/english/
· Business startup assistance · Financing
J-Net21 http://j-net21.smrj.go.jp/index.html [Japanese only]
· Business startup assistance · Business
expansion · Fund raising
Japan External Trade Organization (JETRO)
https://www.jetro.go.jp/ https://www.jetro.go.jp/en/
· Business startup assistance · Consultations
on trade and investments Manufactured Imports and Investment Promotion Organization (MIPRO) https://www.mipro.or.jp/ https://www.mipro.or.jp/english/index.html
https://www.mipro.or.jp/
In compiling this guidebook, MIPRO paid full attention and endeavored to provide accurate information based on the latest data. However, when you actually undergo the relevant procedures, you are recommended to confirm the necessary documents and matters at a competent public agency or consult with an administrative scrivener or other expert.
Please note that MIPRO will not be responsible for any damages directly or indirectly caused through the use of the information or matters contained herein.
6th Floor, World Import Mart Bldg., 3-1-3, Higashi-Ikebukuro, Toshima-ku, Tokyo 170-8630, Japan
外国人のための起業ガイドブック
（事業計画書作成編）
（事業計画書作成編）
外国人のための起業ガイドブック
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