Three cases of business revitalization strategies are discussed in this article: in Tottori prefecture, Tsuyama City in Okayama prefecture, and the Aizu area in Fukushima prefecture. Tottori prefecture has been sufferering from shrinkage of the manufacturing sector due to the relocation of Sanyo Electronics Co., in the early 2000s. Accessibility to Tottori from Osaka, the second largest business area in Japan, is poor, so companies are not induced to build business bases there. The Tottori prefectural government has established some plans to create new businesses under collaboration with universities nearby. Tsuyama city is located in the north of Okayama prefecture. It is very famous for its success in forming a stainless steel manufacturing cluster. It consists of eight member companies and is assisted by "TSUYAMA SHINSANGYO SOSHUTSU KIKO," an institution providing training for new businesses. Some experienced coordinators have guided the cluster to increase their manufacturing skills and succeeded in raising their competitiveness. The Aizu district is in the western part of Fukushima prefecture in north-east Japan. Aizu is very famous, historically speaking, and used to attract many tourists to its hot springs. However the number of tourists has declined year by year along with the economic downturn in Japan. A very enthusiastic CEO has eagerly engaged in management reform and revitalization of a hotelwhich otherwise would be closed down for financial reasons. It is hard to get a general solution to revitalize shrinking business areas and companies. However some lessons can be learned from this research. The first is the need for a framework established by local authorities. It is very important to make the best use of existing business elements. The second is related to the degree of passion of members, particularly SMEs, in an area. Success depends on their motivation in revitalizing their business and their area. The third is the need to engage an experienced business coordinator. It is easy to find an expert who has good knowledge in one particular aspect of the project. However it is quite difficult to find a person who can manage everything with a strong passion. The fourth is the refocusing of business targets. The Japanese domestic market has been shrinking year by year due to lower population growth. Local businesses should expand their targets to Asian countries, where the number of middle income people is increasing along with rapid economic growth. Local SMEs in Japan should expand their geographical business markets horizontally.