Mitutoyo Korea Corporation

“My encounter with ABeam began when my predecessor consulted them about RPA to improve operational efficiency. I was also interested in RPA and wanted to learn more about how to implement and utilize it, so I was introduced to ABeam through my predecessor. From that meeting, I felt that ABeam possessed deep expertise in the digital transformation we were aiming for. They demonstrated a strong understanding of ERP transformation, and the concrete steps involved in DX, making them a reliable partner.”
— Director Horie

Another reason we chose ABeam was their origin as a consulting firm founded in Japan. Their understanding of Japanese corporate management, governance philosophies, and even the nuances of the Japanese language gave us confidence. With Abeam, executives like myself could freely communicate our goals and intentions in Japanese, while also trusting that they would fully consider the organizational culture of Mitutoyo Korea—a Korean company—when driving system transformation projects.

Thus, in September 2021, Mitutoyo Korea launched a project aimed at driving digital transformation (DX). Abeam initially served as a consulting partner, supporting the establishment of a clear, long-term strategic direction and proposing a roadmap for its realization. From the second half of 2021 through 2022, Phase 1 prioritized ERP transformation, while simultaneously implementing RPA to improve operational efficiency and accelerate digitalization. With the foundational systems in place by 2022, Phase 2 involved the rollout of a CRM implementation project. In 2024, Phase 3 marked a further advancement of the transformation with more sophisticated reforms.

As this was a large-scale project involving multiple departments, ABeam took on the role of overall project management, actively supporting the Mitutoyo Korea project team led by Director Horie. Director Horie reflects that during Phases 1 and 2, which involved ERP transformation and RPA implementation, it was “very reassuring” to proceed with the project under ABeam’s practical guidance — to “start small and build on success,” and to “establish a system that can be maintained in-house over the long term.” During the RPA implementation, departments that achieved results shared their success stories internally, helping to spark interest throughout the organization. As a result, other departments also began actively proposing ideas for RPA applications, accelerating adoption. Project progress was shared through regular monthly meetings.

In the second half of 2022, Mitutoyo Korea officially began its CRM implementation. The solution selected was Sales Cloud by Salesforce. It was chosen because it best met the company’s requirements and is widely adopted in Korea, which guarantees reliable and stable service support.

Regarding the CRM implementation, ABeam proposed a specific approach to project execution.

“CRM is not only a platform for improving overall operational efficiency, but also a tool for leveraging accumulated information. That’s why Abeam emphasized the importance of frontline employees taking ownership of the project and actively participating. In response, we created opportunities to directly communicate the project’s objectives to employees at key locations, and shared executive messages during the annual strategy presentation to enhance understanding and engagement.”
— Director Horie

As a result, the project management approach was revised. Instead of the previously closed monthly progress meetings, an open PMO meeting was introduced, allowing more employees to participate freely, including Director Horie and ABeam. By involving a broader range of stakeholders in the project, efforts were made to gain employee buy-in and address concerns from the field.

"By starting RPA implementation before CRM, a mindset of 'let's change how we work' gradually began to take hold within the company. It's not fully established yet, but I believe that atmosphere eventually led to the Salesforce CRM implementation."
— Director Horie

Starting in April 2023, the company began the implementation of “Service Cloud”. From organizing tasks and defining requirements to set priorities for the implementation scope, ABeam took a leading role in establishing the project timeline and driving the initiative forward.

Since 2024, the company has begun implementing more advanced requirements, including the integration of Sales Cloud and Service Cloud. As of April 2025, implementation is still ongoing, but changes in behavior and awareness are beginning to emerge in both the sales and service departments.

“As Sales Cloud and Service Cloud began operating in full scale, a mindset of ‘let’s input, share, and utilize information in our work’ has gradually taken root within the company. Now, there is a growing atmosphere where the sales and service teams, along with managers and staff, communicate while viewing Salesforce and collaborate on the next steps.” said Director Horie.

As the next step, the company plans to implement Experience Cloud to build a portal site that connects the company with its sales agents. In the long term, we aim to connect with end customers as well, working together as one unified team across the organization to address customer challenges and strengthen engagement. We also plan to explore new areas such as marketing that leverages customer data.

“This year marks the beginning of our new mid-term management plan, Vision 2029, with the key themes: ‘Transform, Connect, Transcend.’ In delivering solutions and services that exceed customer expectations, ABeam is a vital partner that provides comprehensive support from strategy formulation to execution,” Director Horie added.