THE
STRATEGIC EDGE
A service industry client has a firm grasp of their business, delivery
systems and operations. The opening question about customers and why they
buy drew blank looks. The competent but busy executives knew very little
about their customers, and customer database analysis coupled with survey
information identified the dominant customer SIC codes and reasons for
doing business. This information was not immediately available, but, as
in most organizations, a little creativity meant that it could be put
together with relative ease. The results were very surprising to management.
Using the new information, the company redefined itself and focused itself
on companies with the same characteristics as their existing customer
base.
THE MARKETING EDGE
A client in the Disaster Recovery consulting business was experiencing
difficulty in building a sales pipeline. Developed programs to enable
it to market its services to Accountants, Lawyers and Brokerage Houses
with clients considering an IPO. Edge was able to identify new marketing
strategies never before considered, and led to a doubling of revenues.
At another client with much the same problem, data about existing customers
was integrated with information about competition and market trends and
formed the basis for driving a marketing campaign, covering both traditional
and non-traditional media, and the implementation of a Telemarketing Program.
Edge designed and implemented an integrated telemarketing and direct mail
campaign, setting up an entirely new telemarketing function in house.
A successful service company wanted to find ways to expand its customer
base. Edge identified that a client needed to establish an alternative
brand to their core product to be marketed exclusively over the Internet.
As a result, Edge developed an Internet marketing plan, coordinated the
design and implementation of a new web site, and implemented the marketing
via Metatags, banners and search engine optimization.
THE GROWTH EDGE
A fast growing company that had believed that high growth was an integral
part of its culture found itself unable to sustain its growth. The problem
was that, as it grew, it found it harder and harder to outsell the attrition
in its existing business and it was ill equipped to deal with the problems
that resulted. Edge’s analysis revealed fundamental flaws with the
business model. Not all businesses are equipped to grow to $100 million,
and after some acute soul searching, the principals revised their business
plan.
THE BANKING EDGE
A computer services company had already encountered difficulties with
their bank when they approached Edge. They had been put into the Workout
Group and were in danger of being put into liquidation. While not a typical
Edge engagement, using its credibility, objectivity and negotiating skills,
Edge was able to buy time by negotiating a standstill agreement, avoid
the fees that the bank sought to charge, find an alternative bank and
keep the company alive.
One client owns a subsidiary that has the opportunity to purchase a larger
competitor. Edge was retained to evaluate the attractiveness of the acquisition
and negotiate terms and conditions. Having negotiated the price, Edge
continued to represent the buyer through the legal process, and worked
with lawyers and accountants to finalize the purchase agreement for signature
by the client.
A group of doctors assembled a vitamin product that addresses the problems
of aging. While not revolutionary, the necessary components were in the
form of a single pill, and the doctors needed a written plan to raise
capital to market the product. Edge developed this plan for them and devised
the form that the investor package should take. In view of the lack of
funding available at this stage, Edge agreed to take its fee in the form
of equity.
THE COMPANY TUNE-UP
Each Company Tune Up brings different results. In the three years that
Edge has been delivering this product, savings have been as much as five
times the up front cost and no company has ever triggered the guarantee.
