My Company is Underperforming Expectations.
Our client came to us with a common issue. He felt that his company was underperforming and did not know how or what his next step should be to grow his business. After completing our industry analysis, we discovered an opportunity gap in the market (a segment of the market which is underserved). However, to fill this market gap, he would need additional capital.
We helped him achieve his goal with the following steps:
- Completed a strategic plan to identify key market opportunities,
- Restructured some of the company’s debt,
- Obtained an additional line of credit from one of our partners,
- Made introductions to two other partners that opened the doors to the underserved market.
- Continuous coaching to stay focused and on target.
The company’s revenue grew from $976k in 2015, to $3.6M in 2016. The company is projecting revenue to exceed $6M in 2017!
Investors Require A Strategic Plan.
A business owner came to us to help him prepare a strategic plan to grow and scale his company. His product, while revolutionary in his industry, was not widely known or utilized. Even though the product feedback was extremely positive, several investment groups had denied his request for funding due to the lack of a strategic plan. After reviewing the company’s operations, we concluded the entire supply chain should be reconstructed. As a result of only one supplier manufacturing the product and only one firm to whom distribution was outsourced, company profits were being squeezed, and growth severely inhibited.
After completing our analysis and industry review, we developed a 3-Phase strategic plan for the company.
- Phase 1 brought manufacturing in-house and allow the company to control costs, quality, and output.
- Phase 2 revised the distribution system and expand the number of authorized distributors from the current level (1) to over 100 domestically.
- Phase 3 expanded the company globally, using license agreements for distributors with strong market share penetration in target countries that have high volume opportunities.
The company received $5.9M in new investor capital and revenue has grown 180% in 12 months.
What is the Value of My Company?
A business owner came to us after an out-of-state competitor tried to acquire his company but put an “unrealistic” offer on the table. His words were, “They tried to steal my company!”
The business owner said, “I had never thought about an exit strategy and selling the company was not even on my radar until I was approached by this competitor. It’s not that I am opposed to selling, but I sure thought my company was worth a lot more than they offered.”
After completing a company assessment, we determined that although the offer was low, it was certainly not out of range, considering the industry, his profit levels, and growth patterns. Our recommendations included:
- Identify potential acquirers. (Two potential acquirers from vertical integration)
- Prioritize customer segments, based on profitability.
- Expand target market into new geographic markets.
The company’s revenue has grown by 57%, and Profits are up 72%!
Employee Turnover is at 59%!
Our client was losing productivity because his staff was always in the middle of training. The reason they were in training was due to their employee turnover rate of 59%. The longest tenured employee was 22 months. Through our analysis, we discovered communication issues among team members, passing the blame, and a general culture of chaos.
We determined that we had three major issues to resolve.
- Improve communication between team members,
- Remove ambiguity of job responsibilities, and
- Increase personal accountability of team members.
Our client implemented the following recommendations:
- Everything DiSC® training for the entire staff,
- Developed clear, written job descriptions,
- Accountability training for the team, and
- Accountability coaching for company leadership.
The company’s employee turnover rate is less than 10%, and productivity is up 110%.
Company experiencing rapid growth, but with lower profits.
A local professional services company came to us with the all too familiar situation of growing revenues but declining profits. Initially, the business owner was pleased with the growth, until he discovered that the increase in revenue and market share did not equate to an increase in profitability.
After completing our Financial Analysis coupled with our Industry Financial Report, we established critical benchmarks for the company and discovered the increase in revenue and market share was due to the acquisition of the some of the least profitable clients in the industry. We held a strategic planning session and accomplished the following:
- Identified profitable client segments,
- Developed a list of their primary needs, and
- Helped them build a value proposition, with pin point messaging, to meet the needs of these clients.
90 days into the revised plan, profits are up 13%.
Life event forces the sale of the company.
A small business owner came to us seeking to grow and scale his company over the next three years. After compiling and analyzing the industry, financial, market, and economic data, we helped him develop a 30-day plan, a 6-month plan, and a 3-year plan for the growth of his company. Eight months into our engagement, he experienced a life event which required him to seek a buyer for his growing firm.
We found a company in an industry vertical that was interested in a roll-up acquisition. We helped him
- Negotiate the deal,
- Introduced him to and worked with one of our local attorneys to draft the necessary paperwork, and
- Provided consultation during the transition period.
The strategic plan that was developed and implemented proved to be a critical element in securing the buyer and providing a successful exit.
The entire transaction, from life event to exit, was concluded in 45 days and the business owner was free to deal with the pending life event without the stress of running the day-to-day operations of his company.
I'm not getting what I want from my company.
After trying several different "flavor of the month" programs, a frustrated small business owner came to us for help. He said, "I have spent thousands of dollars on marketing, advertising, and even social media, but I still don't see the growth in income I want and need."
After reviewing all of the previous business development activities, we discovered that his message was being diluted because he was trying to reach to many different customer segments. We helped him
- Identify the services that were most profitable due to the industry structure as well as his positioning within the industry,
- Identified the optimal marketing and messing strategy that would drive organic growth, and
- Developed metrics to track the ROI of all marketing and promotional dollars.
He realized an 80% increase in profitability in the first 12 months!