Sample Client Results and Workshop Results
Client Results
$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.
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.
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.
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 clients 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.
$2 MM Services Firm doubled size with successful
acquisition.
A successful services firm wanted to expand capability and
geographic reach.
We led the managment team through a prosess which help identify
and develop winning action plans. These plans led to the decision to
acquire a specfic competitor and allowed the acquiring firm to
leverage that acquision and achieve a seamless integration in the
marketplace.
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.
Private $28MM Firm saw booked orders increase 350%.
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.
$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.
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.
$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.
Workshop Results - Executive Comments
"This program has provided us with a valuable and now common lexicon to
use as we discuss client company needs and direction."
Director Operations, Emerging Technology Center
