Client Results

is a major provider of Strategic Development programs and initiatives.

This is accomplished by providing:
     
1 - facilitation of Strategic and Business Planning,

2 - Executive Leadership Development,

3 - Team Building, and Executive Coaching

along with the Implementation of action plans for organizations
of all types and sizes.

A leading manufacturer of custom-built road equipment ($40-200k) was being threatened by new product introductions priced below their primary product offering.  Management was focused on responding to the threat by meeting the competitor's pricing.

Guiding management through a product strategy process (examining the comparative functionality of the products and the actual needs and wants of the different target segments) led to a proposal for a new product offering. 

When introduced some months later, the new product strategy allowed the clients original product to remain the "flagship" of the industry while preempting the competitor with an offering that was more suitable for the emerging market segment.

Fortune 100 Subsidiary executed $80 MM acquisition with potential far beyond standard earnings multiples.
The support we provided the client, a durable goods manufacturer, in the due diligence process discovered the product lines possessed very significant upside potential. The current brand was severely under leveraged in both product range and supply side support.

The client was able to grow the acquisition at a 20% + compounded annual growth in the first 3 years of ownership.

Client Results - Technology and Service Providers

Health Services Organization captured much more profitable work.
A health services organization was enduring reductions in fee schedules and wanted to shift their client mix to more profitable work.

We led the management team through new opportunity identification and business planning processes that resulted in several highly desirable options.

Within 18 months the revenue mix of highly desirable work shifted from approximately 10% to over 40% of revenues.

$2 MM Services Firm doubled size with successful acquisition.
A successful services firm wanted to expand capability and geographic reach.

We led the management team through a process which helps identify and develop winning action plans. These plans led to the decision to acquire a specific competitor and allowed the acquiring firm to leverage that acquisition and achieve a seamless integration in the marketplace.

$7MM Non-Profit grew while others experienced double digit reductions in budgets.
A well established non-profit was experiencing dramatic challenges on several fronts: funding sources were curtailing support for services; other agencies were increasing competition for scarce resources and federal subsidies were de-emphasizing traditional clients.

By leading the management team through a disciplined, market driven strategic planning process the organization reconfigured responsibilities, program design and marketing strategy.

Re-energized, the organization captured a dominant share of the available clients.

$12 MM IT Consulting Firm joined the Inc. 500 List at number 29 (the highest ranking in the mid-Atlantic region) assisted, in part, by the strategic recommendations we made.
An emerging network-engineering firm had enjoyed initial market success. The founder was directly engaged in all major new business opportunities. If the firm were to become scalable, it required developing an ability to go to market that would not always need direct involvement by the founder.

This was achieved by developing a specific market strategy that capitalized on the firm's unique strengths and positioning.  The strategy involved development and implementation of prospect targeting, communication strategies, and selling tactics.

Federal Government Agency developed first time commercial capability to sell soon to be de-classified technology.
An agency in the intelligence area of the Federal Government, wanted to start selling certain portions of its high technology products that were soon to be de-classified. This presented the most challenging part of our engagement; the security surrounding this agency did not permit us to be told what the product or products were.

The course of action we undertook was to develop an instructional plan where the intelligence community personnel would become knowledgeable marketing people in as short a time as possible.

Our instructional program resulted in developing an in house team at the agency to successfully build product and marketing programs for their products.

Sample Development Programs & Client Results

Development Programs
 

"The program itself ... well thought out, well executed, worthwhile and relevant... exposed us to the pitfalls and errors possible when assessing potential customers which could have devastating results on the success... of a small business."

President, Environmental Predictive Technology Firm

"Exceptionally helpful....it showed us how to analyze the selling of our product and discover the reasons for previously failed sales... most important was the tools that identified how customers decided to buy or not buy product.  In summary, this helped better understand...  the benefits the customer perceives versus what we believe... the best way to position and sell our product."

Senior Management Team, Medical Research System Firm

"The Market Space tool helped me visualize... how our product matched the needs of the industries we were targeting."

Owner & President, RFID Technology Integration Firm

Client Results - Manufacturers and Product Suppliers

$30 MM + Defense Contractor became the vendor of choice for major communication systems under development in Canada and the Far East.
A firm with important radio wave technology experience was achieving nearly all its revenue stream from military contracts. Opportunities were developing in the commercial marketplace for application of these capabilities.

The organization lacked experience in going to market in the commercial marketplace. Also, the management team was seriously divided on which of a series of opportunities represented the best choice for the company.

By leading the management team through strategic planning processes, the organization was able to develop a specific plan that focused on the most desirable/best fit market segments.  The firm is also well positioned to support the opening of the US market.

Fortune 100 Subsidiary contributed $8mm in incremental revenue with higher margins and no additional overhead.
CEO of this $400 mm company felt that individual divisions were not reaching all markets.  Our assessment, supported by face-to-face interviews with dozens of key prospects confirmed his suspicions and identified significant untapped opportunity.

By working with a core group of key managers, the organization was able to create and implement a "virtual division" with minimal staffing that drew on existing product and production capabilities to successfully attract a whole new customer base CEO of this $400 mm company felt that individual divisions were not reaching all markets. 

OEM Supplier diffused negative campaign of a competitor and won contract, worth $millions over the contract life.
As a $350 mm+ manufacturer with seven domestic plants, the client is an important supplier to a first tier vendor of Navistar over the road equipment.  Navistar's exploration of a more efficient manufacturing process was opening the door to the opportunity for the client to become the direct provider of finished components.

The existing first tier vendor undertook a careful campaign of discrediting the client's capabilities and performance.  Navistar was prepared to pull the opportunity from the client.

Overcoming this challenge involved working directly with the complex relationships among the client’s facility, Navistar managers and the existing first tier vendor. 

By introducing methodologies and establishing processes that helped define the true issue areas and bring the focus to what was really important to Navistar, the negative campaign was defused and an important contribution made to the client's winning the direct source role.

Fortune 200 Company avoided a multi-million dollar investment mistake. Using our processes, this enthusiastic client realized the best path is sometimes the one not taken.
A division of this client was preparing to introduce a new product range. Questions existed around how the target market would receive the product line and how it should be positioned on market entry.

We worked with the management team to define a preliminary product study and developed an effective assessment process.

Our formal investigation with potential customers, conducted in three cities across the country, revealed prospects were highly unlikely to be attracted to the new product offering.