A Graphics Software Company

"A case of installing more universal management practices ..."

This company was an early developer of graphic programs for personal computers. In order to grow, the founder of the company obtained a venture capital investment containing a buyout provision that allowed the venture capital group to consolidate this and other similar companies into a major software development company.

Working at the request of the venture capital manager, and with the concurrence of the president of the company, the GSG principal worked to install more universal management practices within the organization. During this assignment, the venture capital company agreed to make a further, significant investment in the company. Based on the performance of the consultant and the rapport established with the president, GSG was later engaged by the president of the company to help him evaluate a new product program.

A Public Holding Company & Subsidiaries

"A case of a workout to success."

As a result of the stock market crash of October, 1987, with over $250 million in revenues, this highly leveraged, public holding company and several of its subsidiaries fell into default on a series of bank loans as their stock values dropped precipitously.

The founder/president was removed from office by the board of directors, which consisted mostly of close friends. They took responsibility for salvaging as much of the company as possible without provoking shareholder litigation against them for certain questionable items they approved.

A GSG principal was engaged by a block of shareholders to do the workout on this project. Two subsidiaries were sold, other subsidiaries were brought back into operational condition, and the holding company was taken out of default with its banks. No shareholder suits were filed against any officers or directors and the company is now operating successfully.

An Information Management Services Company

"A strategic repositioning launches growth."

This engagement began with casual discussions about their "image" as portrayed in their brochures. After reviewing their past brochures, we recommended they better define their business focus and more effectively position themselves for the fast-paced changes occurring in their marketplace.

A lengthy series of developmental meetings were held with top management. These were later extended to working with their regional managers. As a result of these meetings, and various studies of their operations and markets, a new positioning was developed for the company. A corporate mission and credo were fashioned, and a precedent-breaking sales strategy employing a money-back guarantee was instituted.

Only then, after more than a year of consulting, was the corporate brochure completed, incorporating the new positioning and guarantees. We were instrumental in their acquiring new offices for the headquarters operation, restructuring their top and regional management, and closing an unprofitable software operation which was draining profits. After the initial year of consulting, they requested that one of our principals work for them half-time for six months in their offices for the purpose of implementing recommended action programs.

Exploratory selling trips in the field allowed our GSG consultant to assess potential niche markets which resulted in the company concentrating sales efforts in the governmental and public utility markets. Today, the Government Services Group generates almost 45% of the companyˆs revenues. After almost seven years, the net result of the repositioning and refocused marketing effort is a company whose earnings have grown more than 15% per year and more than tripled revenues. Just recently the privately-held company sold at a premium to a large, industry-leader, bringing substantial return on investment to its stockholders.

A Leisure Products Company

"Three assignments to build it into the market leader"

This company was sold by its "Mom and Pa" founders to an owner/investor. After operating it independently for a number of years, part interest was sold to a larger company who also bought several similar companies. Subsequently, these were all sold and merged with a similar, larger operation to create the dominant company in the industry with over 60 percent market share. During this time this subsidiary company grew from less than $2 million in revenues to more than $55 million. One of our principals has had three separate engagements with this company. The first engagement was with the new owner/investor to help him make the transition from the original owners and to organize it into a more functional organization. The second assignment occurred years later during the merger of the various smaller companies to create the industry leader, and it involved consolidation and modernization of the sales organization. The final assignment involved setting up the organization and product line necessary to expand aggressively into major international markets. In the course of only two years, international sales have risen from nothing to more than 10% of the company's business.