To
top management in F500
and
mid-sized
companies
and
their divisions, any or all of the following services are
available:
- I refine the
worldwide vision for the initiative, its far-reaching opportunities and
effects on the Company;
- I begin with the
ultimate goal for the initiative in light of the Company’s assumption of
what will be gained, to determine if the initiative can survive and thrive
within the Company over its realistic timeframe;
- I assess the
initiative’s realistic risk profile, costs and time to market, and its ROI
and timeframe of ROI. I then
reassess the initiative in light of the Company’s assumed gain, redefining
strategies, timeframes and capital needs, to clarify an obtainable goal, and
to achieve consensus on the plan.
- I next refine, in
the current marketplace, the initiative’s value proposition, intellectual
property and patent strategy, business model, target markets, positioning,
pricing and channel strategies, and determine its current risk profile.
- I suggest new or
lateral markets and revenue opportunities, including international markets,
and the models, pricing and channel strategies required to open these new
markets.
- I define strategic
alliances which may support the initiative and reduce the Company’s risk.
I conduct due diligence on any prospective strategic allies.
- After the planning
stage, while the initiative is preparing for launch, I design strategy and
policy and contracts for its worldwide distribution, via direct and indirect
channels, online and offline, for B2B, B2C, and for enterprise to all its
customers, via ASPs, ISVs, VARs and OEMs, U.S. and internationally.
I then thoroughly train an in-house manager to build, expand and
manage these channels.
- If a division is to
be spun off for acquisition, I direct the creation of the due diligence
books in preparation for acquisition negotiation.
- I work in the U.S.
and worldwide.
- I provide my rolodex
of contacts from 20 years of this work.
- I
consult to the client in open or stealth mode.
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