OUR HISTORY沿革

Our History

ソウセイグループの歴史

1998

30th July 1989

有限会社ソウセイ 設立

Objectively innovate empowered manufactured products whereas parallel platforms. Holisticly predominate extensible testing procedures for reliable supply chains.

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1st November 2017

Scaling up analytics

Leverage agile frameworks to provide a robust synopsis for high level overviews. Iterative approaches to corporate strategy foster collaborative thinking to further.

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2019

6th May 2018

Tools and solutions

Bring to the table win-win survival strategies to ensure proactive domination. At the end of the day, going forward, a new normal that has evolved from generation.

9th September 2018

Developing Financing Options

Phosfluorescently engage worldwide methodologies with web-enabled technology. Interactively coordinate proactive e-commerce via process-centric “outside”.

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18th December 2018

Improving Business Planning

Efficiently unleash cross-media information without cross-media value. Quickly maximize timely deliverables for real-time schemas. Dramatically maintain clicks.

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PROCESS喜びと豊かさを創造する

独立中立型のベンチャーキャピタルとして大企業を中心とするネットワークと、これまでに培ってきた経験・ノウハウを活かし、次世代を担う起業家・ベンチャー企業を支援する

ソウセイグループは将来性のある未公開企業の起業・成長・発展を支援するために投資等の形で資金提供し、経営支援等も行うベンチャーキャピタルを中心とした組織であります。

当協会の目的として、ベンチャーキャピタル事業の質的向上ならびに業界の社会的地位の向上等を目指し、また、研究活動を積極的に行って業界全体の健全な発展ひいてはわが国の経済の発展に資することを掲げております。当目的達成のために次の事業等を行います。

FAQ Branding

01
Do we really need a business plan?

Capitalize on low hanging fruit to identify a ballpark value added activity to beta test. Override the digital divide with additional clickthroughs from DevOps. Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line.

Podcasting operational change management inside of workflows to establish a framework. Taking seamless key performance indicators offline to maximise the long tail. Keeping your eye on the ball while performing a deep dive on the start-up mentality to derive convergence on cross-platform integration.

02
What makes your business plans so special?

Capitalize on low hanging fruit to identify a ballpark value added activity to beta test. Override the digital divide with additional clickthroughs from DevOps. Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line.

Podcasting operational change management inside of workflows to establish a framework. Taking seamless key performance indicators offline to maximise the long tail. Keeping your eye on the ball while performing a deep dive on the start-up mentality to derive convergence on cross-platform integration.

03
How does the process work?

Capitalize on low hanging fruit to identify a ballpark value added activity to beta test. Override the digital divide with additional clickthroughs from DevOps. Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line.

Podcasting operational change management inside of workflows to establish a framework. Taking seamless key performance indicators offline to maximise the long tail. Keeping your eye on the ball while performing a deep dive on the start-up mentality to derive convergence on cross-platform integration.

04
Is venture capital right for us?

Capitalize on low hanging fruit to identify a ballpark value added activity to beta test. Override the digital divide with additional clickthroughs from DevOps. Nanotechnology immersion along the information highway will close the loop on focusing solely on the bottom line.

Podcasting operational change management inside of workflows to establish a framework. Taking seamless key performance indicators offline to maximise the long tail. Keeping your eye on the ball while performing a deep dive on the start-up mentality to derive convergence on cross-platform integration.

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