AI Utilization Support Services That Reach Management: Transforming Productivity with the 'Generative AI Utilization Support Pack'

Summary

1. 'BPO-style Automation' and 'Cooperative Internal Promotion'

Comix Corporation offers two plans: ① the Standard (BPO type), where the company handles implementation and automates processes, and ② the Basic (cooperative type), which involves educating and accompanying internal staff to foster autonomy. Services include regular meetings, chat/email support, prompt design assistance, and AI trend reports using tools like Dify, GAS, and n8n.

2. A Support Model Focused on 'Visible Results' such as Cost Reduction

As of December 2025, 206 companies have adopted the service, with approximately 140 opting for the BPO model. For instance, a mobile shop chain reported a monthly cost reduction of 1.4 million yen, automating over 30 tasks and saving 16.8 million yen annually.

3. The Key is 'Commitment' and 'Business Understanding'

Generative AI utilization advisors are also provided for executives, including listed company CEOs, featuring monthly AI trend integration into business decisions and on-the-spot tool demonstrations to address individual management issues.

──Currently, the adoption of Comix Corporation's 'Generative AI Utilization Support Pack' aimed at enhancing operational productivity is rapidly increasing. Could you please elaborate on the nature of this service?

Suzuki Akihiro (hereafter, Suzuki): There are primarily two plans. The first is the 'Standard Plan (BPO type)', where we actively automate business processes using generative AI. This involves using tools like Dify, GAS (Google Apps Script), and n8n to advance automation.

As of December 2025, about 140 of the 206 adopting companies have chosen this plan. It is aimed at companies seeking to deploy AI utilization across the organization to enhance overall productivity.

The second is the 'Basic Plan (cooperative type)', where instead of us, internal staff are educated and supported. This plan is suitable for companies wanting to measure the impact of AI utilization within specific teams or departments, with the actual efficiency improvements being driven by the company's own personnel.

Both plans include monthly meetings, chat and email technical support, multiple AI tool prompt design assistance, and the latest AI trend reports. The Standard Plan additionally involves system development and design outsourcing through GAS and API integration, as well as automation of tasks across various existing systems and tools.

Among the companies that have implemented the 'Generative AI Utilization Support Pack', some have already seen significant results. For example, one mobile shop chain group has reduced monthly costs by 1.4 million yen and automated over 30 tasks, leading to an annual cost saving of 16.8 million yen.

──In addition to this, you also offer 'Generative AI Utilization Advisors' targeted at executives, including presidents of listed companies. What kind of lectures do you provide here?

Suzuki: There are two main features. The first is 'monthly sharing of generative AI trends'. For example, one month might involve compiling over 70 pages and more than 50 items of information, which we then break down and explain in practical terms. We discuss how these can be used and how they can influence management decisions.

The second feature is 'practical support for individual challenges'. Each executive has their own issues, such as 'I want to do this' or 'this part is troublesome', so we provide on-the-spot demonstrations and say, 'You can do this easily using this tool'. For instance, one executive who struggled with creating documents was shown how to conduct research and generate documents using NotebookLM or Manus right there and then. As each executive's challenges vary, the AI tools we use are also diverse.

──By the way, what kind of executives are eligible to use the 'Generative AI Utilization Advisor'?

Suzuki: We primarily focus on whether the executive is truly eager to learn. We apologize, but those who are not seriously looking to enhance their capabilities using generative AI are not eligible. We confirm in advance issues like 'Can you handle this level of challenge every time?' and limit our lectures to those who still want to proceed. We are not interested in underselling our valuable expertise accumulated over the years. Instead, we are committed to robustly supporting those who are motivated.

──Mr. Suzuki, you have personally utilized AI and achieved approximately 500 million yen in new gross profit over the past six months alone. How do you utilize AI to produce such results?

Suzuki: This is the result of maximizing the number of business negotiations and activities through AI. In 2025, I alone handled 3,067 business negotiations. It's not that I have any special talent; what's crucial is 'how you build the system.'

I have been using AI since 2016, primarily because of the enormous amount of documentation and message processing involved, and my desire to automate as much as possible. From there, I learned by actually using AI, leading to where I am today.

──Mr. Suzuki, could you share a message specifically for executives who you think should utilize AI?

Suzuki: Simply put, 'not using it is a loss.' Executives should reconsider how they use their time by utilizing AI.

However, the fundamental premise is that just becoming more knowledgeable about how to use AI is not enough. The most important thing is how deeply you understand the business. AI is merely a tool, and it's essential to thoroughly consider the current state of the business and which aspects could be delegated to AI for efficiency improvements. With such an understanding of the business, utilizing AI can multiply the results many times over.

https://www.comix.co.jp/gogo/

Profile

◉ Akihiro Suzuki

Born in Osaka Prefecture. After graduating from Konan University's Faculty of Law, he became the sales manager at an advertising agency before joining Ibridge Corporation, an internet advertising company, in 2000. In July 2005, he became the CEO. In September 2007, he resigned as president of the group company that included Ibridge Corporation, Ad Digital Corporation, Acara Corporation, and the Brand Research Institute, and established Comix Corporation, where he serves as the CEO.

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