ベネッセに稼ぎ方を伝授 原田社長が新経営方針
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Teach how to earn in Benesse Harada president new management policy
I teach the business to Benesse Holdings (HD) -. Eikō Harada, who was appointed last month to chairman and president the 2nd, was revealed for the first time the "guiding principles" in the management briefings opened in Tokyo. Toward the rebuilding of sluggish to main communication education course of "Shinkenzemi", I thoroughly customer-oriented. Can the education service possible to the familiar presence in the consumer as personal computers and hamburgers once it worked was.
■ "the business well."
"To the business anymore a little good, do not have enough points, such as become sensitive to sales." Apple Computer Japan served as president (now Apple Japan) and Japan McDonald's HD, the Harada that have been tossed in fierce competition management style of Benesse is frustrating.
Briefing immediately in, was in rapid succession announced a Shinkenzemi reform of "Harada flow".
First, open the antenna shop "area Benesse" in Tokyo Aoyama to month. Provide such opportunity to touch the tablet that you can attend Shinkenzemi (multi-function mobile terminal), it's aim is to get experience. Plans to provide 500 places in such metropolitan area in the next year in January.
The first place, "sense of customer orientation is dull for communication education there is no site that interact with the audience." Themselves actively approach to customers, there is a need to create opportunities for more business.
Direct mail also review to be used for solicitation of membership. "Now only" wording urge a "you only" application such as "deadline approaching" prohibit the use as "words of the service provider eyes".
Harada said at McDonald's, was revised to quickly cooking after receiving the order a hamburger that has been put to make. It's to pass to the possible fresh. Even in Benesse the field reform of customer-oriented I'm trying to reproduce.
Sales of domestic education business with a focus on Shinkenzemi (year ended March 31, 2014) accounts for over 50% of the entire Benesse. Operating in profit I reach to nearly 90%. But the number of members of the 12-year Shinkenzemi in April that was over 4 million people fell to 3.65 million people in April this year.
"Red pen teacher evolution in paper and digital." Explain the Benesse HD Harada Chairman and President Management Policy
Country from the 11 fiscal abolished the "relaxed education" in elementary, junior high school, there is also the influence of school classes have been expanded. As though, slump is noticeable compared to the firm of such school that is on sale the caring of goodness in small groups.
Harada president see that it is necessary "(Shinken maker such as correction in the seminar) to enhance the brand value of the red pen teacher, and snuggle up to study of children". Benesse dispatch plan of red pen teacher also emerged in the school nursery business to enter from September. I take care of children of homework at a pace of about once a month. Again I get the real experience the leadership of the red pen teacher.
In addition, dedicated terminal To attend Shinkenzemi in tablet but was required, also be able to use their own iPad members in until next spring. While stacking these fine measures, go planting the know-how to grab the customer.
■ School introduce it if dissatisfaction
Was expected to reform ability of Harada president It's Fukutake Soichiro top adviser of the founding family. Vertically divided consciousness of Division deep-rooted, cooperation within the group was little. Fukutake Mr. order to break down the rigid organization determines that it is necessary to lead to "professional management" from outside. Harada president also speak as "I do not know (a company), is changed to not hesitate."
The members who are not satisfied with the Shinkenzemi, to introduce the school, such as Tokyo tutoring School of group. Plans to increase up to 1 thousand classroom the current about 200 classrooms in prospect after 5-6 years. Not only Shinkenzemi in antenna shop, also consider language business and care of the entire selling group such as the introduction of business, such as "Berlitz".
"The growth in Japan there is a limit. I aim in the world." This is the final goal of Harada president. Sales third in the world of education leading Benesse HD. It's about half of first place the British Pearson. It is thought to extend the overseas businesses, such as aiming a system that can provide both a communication education courses and school in China and Indonesia, but first it is necessary to prove that the lead is "Harada flow" in education business in feet.
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ベネッセに稼ぎ方を伝授 原田社長が新経営方針
ベネッセホールディングス（ＨＤ）に商売を教え込む――。会長兼社長に先月就任した原田泳幸氏が２日、都内で開いた経営説明会で「指導方針」を初めて明らかにした。低迷する主力の通信教育講座「進研ゼミ」の立て直しに向け、顧客志向を徹底する。かつて手掛けたパソコンやハンバーガーのように教育サービスを消費者に身近な存在にできるか。
■「上手に商売を」
「もうちょっと上手に商売をする、売り上げに敏感になるといった点が足りない」。アップルコンピュータジャパン（現アップルジャパン）や日本マクドナルドＨＤで社長を務め、激しい競争にもまれてきた原田氏にはベネッセの経営スタイルがもどかしい。
説明会では早速、「原田流」の進研ゼミ改革を矢継ぎ早に打ち出した。
まずは月内にも東京・青山にアンテナショップ「エリアベネッセ」を開設。進研ゼミを受講できるタブレット（多機能携帯端末）に触れる機会などを提供し、体験してもらうのが狙いだ。来年１月には首都圏などで500カ所設ける計画だ。
そもそも「通信教育はお客さんと触れあう現場がないため顧客志向の感覚が鈍い」。自ら積極的に顧客にアプローチし、より多くの商売の機会をつくる必要がある。
入会の勧誘に使うダイレクトメールも見直す。「今だけ」「あなただけ」「締め切り迫る」といった申し込みをせき立てる文言は「サービス提供者目線の言葉」として使用を禁じる。
原田氏はマクドナルドで、作り置きしていたハンバーガーを注文を受けてから手早く調理するように改めた。出来たてを渡すためだ。顧客本位の現場改革をベネッセでも再現しようとしている。
進研ゼミを中心とした国内教育事業の売上高（2014年３月期）はベネッセ全体の５割超を占める。営業利益では９割近くに達する。だが12年４月には400万人を超えていた進研ゼミの会員数は今年４月には365万人に落ち込んだ。
「紙とデジタルで赤ペン先生進化」。ベネッセＨＤの原田会長兼社長が経営方針を説明
11年度から国が小中高校で「ゆとり教育」を廃止し、学校の授業が拡充された影響もある。とはいえ、少人数制で面倒見のよさを売り物にしている塾などの堅調さに比べると不振が目につく。
原田社長は「（進研ゼミで添削などを手掛ける）赤ペン先生のブランド価値を高め、子供の勉強に寄り添う」ことが必要だとみる。ベネッセが９月から参入する学童保育所事業では赤ペン先生の派遣計画も浮上。月１回程度のペースで子供の宿題の面倒をみる。ここでも赤ペン先生の指導力を実体験してもらう。
さらに、進研ゼミをタブレットで受講するには専用端末が必要だったが、来春までに会員の自前のｉＰａｄも使えるようにする。こうした細かな施策を積み重ねながら、顧客をつかむノウハウを植え付けていく。
■不満なら塾紹介
原田社長の改革手腕に期待したのは創業家の福武総一郎最高顧問だ。事業部の縦割り意識が根強く、グループ内での連携はほとんどなかった。硬直した組織を打破するため福武氏は外部から「プロ経営者」を招く必要があると判断。原田社長も「（会社のことを）知らないから、ためらわずに変えられる」と話す。
進研ゼミに満足しない会員には、グループの東京個別指導学院などの塾を紹介する。現在の約200教室を５～６年後をめどに１千教室まで増やす計画。アンテナショップでも進研ゼミだけでなく、「ベルリッツ」などの語学事業や介護事業の紹介などグループ全体の売り込みも検討する。
「日本での成長には限界がある。世界一をめざす」。これが原田社長の最終目標だ。ベネッセＨＤの売上高は世界の教育大手で３位。１位の英ピアソンの半分程度だ。中国やインドネシアで塾と通信教育講座を両方提供できる体制をめざすなど海外事業を伸ばす考えだが、まずは足元で教育事業にも「原田流」が通じることを証明する必要がある。
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