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As an executive, it\'s lonely at the top. So, who\'s got your back? CXO Vantage is an executive & management consulting company that takes a holistic approach to helping companies succeed. Learn more about how our team approach blends together the experienced of a seasoned CFO, CMO and COO to provide executives and investors with the Back-up they need to be successful.
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Executive ConsultingStrategy. Execution. Results.
Who’s got your back?
It’s lonely at the top
• Why face it alone?– Limited help/support– Political pressures– Major company decisions– Demanding board & shareholders
• The stakes are high, why not call for Back-up?
Isolated problems?
• The flawed silo’ed approach– One problem can hide deeper issues– Rarely are problems isolated– Feeling of being on your own
Fina
nce
Ope
ratio
ns
Mar
ketin
g
Supp
ort
Sale
s
Case Study: Widgets Inc.
• Plummeting sales• It must be a marketing problem!
– We need publicity– We need SEO & online marketing– Expensive Lead Generation
• Deeper problems uncovered …
Team problem-solving works
• X-functional Problem: Undifferentiated product– Mkt research– Product marketing– Vendor agreements & partnerships– Overseas manufacturing– Product engineering– Capital requirements– Vertical market focus– Promotional plan
X-functional solution
The Vantage Team Approach
• Listen• Research• Analyze• Recommend • Roll-up our sleeves and get to work
Strategy. Execution. Results.
The CXO TeamDean Hutchings20+ years working in hardware, software & services. CPA, CFO, COO, President and CEO of both public and private companies.
Robbie Chidester, CPA20+ yrs Big Four experience (KPMG), CFO for emerging companies from startup to $132M. CFO consultant to over 40 startup’s in: technology & software, ecommerce , internet & consumer electronics.
Brad Rutledge, MBA15+ yrs senior marketing exp., more than 30 client program & project exp. B2B, consumer, high-tech, government, 4+ yrs as virtual CMO, from start-ups to largest co.’s in the world Dell, Home Depot, etc.
Experience
Who’s got your back?
• Don’t go it alone – risks are too high• Problems (& opps) are typically x-functional• CXO Vantage = holistic, team approach to
executive consulting• X-functional solutions for x-fuctional problems• The Vantage Approach = Execution
Code 8: Calling for Backup
• Contact CXO Vantage for a free consultation– Complete detailed questionnaire– Roundtable Q/A session w/ Dean, Robbie & Brad – Jointly brainstorm ideas
Email: [email protected]: 801-930-0842
Thank you!
What business life cycle phase are you in? We can help.
Backup – Life Cycle Issues
Phase I: Initial Concept
Issues• Is there a market?• What is the best method to go to market?• Operational financing?• What entity and infrastructure is needed to run the
operations?
Indicators• Product /service developed• The business can become a going
concern
Phase II: Start-up
Issues• Manufacture our product or use a third party?• Pricing to optimize returns?• What channels will we sell our product/service?• Sufficient capital to continue moving operations forward?
Indicators• Entity has been created• Entity’s operations are funded for the short term• A product/service is being provided to customers
Phase III: Growth
Issues• Are policies and procedures in place that enhance the customers’
experience and maximize gross margin?• Are we enhancing our brand?• Time to enter new geographies?• Are we managing our resources that will allow us to sustain our growth?
Indicators• Products/services are selling well• Recognized by both customers and
competitors• Sales growth has become difficult to manage
Phase IV: Mature
Issues• Do our manufacturing and delivery processes maximize efficiency?• Newer versions or additional products/services to our customers?• Does our brand represent what we want it to?• Should we be selling to new markets?• Our we getting the best return on our capital investments?
Indicators• A leader in its chosen market• Sales continue to grow – although at a
slower pace• Loyal customer base
Phase V: New Product/ Expansion
Issues• What new products would fit into the Company’s current channel and
product mix?• Is there a competitor, supplier or customer that would be a good
acquisition target?• Should we expand our geographical or market reach?• How do we fund growth into new market segments?
Indicators• The Company’s products/services are well
entrenched• Time to look to new products and markets in
order to maintain growth rate
Phase VI: Decline
Issues• Are there new product versions or peripherals we can deliver to through our
sales channel?• Can we expand our markets and geographies even further to obtain growth?• Can we manage the Company’s structure in order to continue to be profitable?• Should the Company reinvest, merge or sell?
Indicators• Original products/services begin to lose
market share, sales reduce• Forced to rely more on price reductions
to remain competitive
Phase VII: Exit
Issues• How do we maintain customer relations during the transition?• Can we increase the value of the Company through selling off old or semi-
obsolete inventory?• Can we increase revenue through sales incentives?• Have we valued the business such that we can maximize our return while
providing a sellable product to our suitors?• What are the tax ramifications of the sale of the business?
Indicators• After a comprehensive study of the pros
and cons, a decision has been made to sell the Company