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.