AH Cunningham & Associates, LLC (CA) is a Lexington
Kentucky firm dedicated to the owners of small and medium-sized businesses, franchise owners, and franchisors and eachs expectations for their business.
It\'s just that simple. If the reality of where you are today in your business matches your expectation for the business, there is little CA can do to make it any better.
On the other hand, if you are starting a new business, acquiring a franchise, or own a business that has concerns about lagging profits, being undercapitalized,
sagging employee morale, accounts receivable collection,
time to run the business properly, growth decisions
(such as buying a another business or franchise and/or franchising your business), divesting, or a multitude of
other business challenges, then consulting with CA can help you get off to a good start or get things back on
track to compete effectively and more profitably.
- The consultant has over 15 years of experience helping large companies release millions from working capital including accounts receivable, inventory, and accounts payable.
- The approach aims to improve working capital performance at smaller businesses by improving processes, controls, and employee involvement.
- Typical reductions in working capital are 15-20% within 2-6 months, with some cash gains being immediate.
This document outlines 5 reasons why strategic recognition is important for businesses:
1. Strategic recognition drives employee engagement which leads to improvements in key business metrics like productivity, customer loyalty, sales, and profits.
2. Recognized employees are less likely to leave their jobs which can significantly reduce turnover costs.
3. Strategic recognition encourages emotional engagement over just transactional engagement which is better for employee well-being and performance.
4. Strategic recognition programs provide data that can be used to better manage talent and improve succession planning, performance management, and retention of top performers.
5. Strategic recognition helps bring a company's values to life by rewarding employees for demonstrating those values in their
The document discusses an investment opportunity in a large Canadian printing and publishing company. It summarizes the company's operations, strategic business units, management, and financial performance. The company has a strong balance sheet, attractive valuation, and is an industry leader. A discounted cash flow valuation of the company using growth projections, WACC calculations, and terminal growth assumptions values the company as a good investment during the financial downturn.
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This document provides advice on how to build a successful consulting practice by leaving your current job. It recommends focusing on marketing rather than sales, using speaking engagements as your main marketing strategy. It also suggests using metrics to track your progress, such as leads generated from speeches and placements per principal per month. Case studies are presented of how Product Development Consulting, Inc. implemented this approach to achieve growth and regular invitations from Fortune 500 companies.
This project report analyzes the market operations of business partners in the stock broking industry and their future prospects. The objective is to understand the strategies, services, and opportunities of competitors. Through a survey of 50 business partners, the report finds that while most brokers offer good product support and processing, marketing assistance is poor. It also finds opportunities in changing demographics, economic growth, and increasing investment. The conclusion is that Reliance Money has advantages in brand, price, and products, and the overall industry has a bright future with more investors and money movement. Suggestions include improved training, promotions, and streamlining documentation processes.
1) Larger companies tend to have more successful voice of the customer (VoC) initiatives compared to smaller companies.
2) It's important to understand who your customers are listening to and finding the most relevant sources of information before implementing VoC.
3) Executive sponsorship is critical for VoC success, with initiatives reporting directly to executives faring better than committees.
- The consultant has over 15 years of experience helping large companies release millions from working capital including accounts receivable, inventory, and accounts payable.
- The approach aims to improve working capital performance at smaller businesses by improving processes, controls, and employee involvement.
- Typical reductions in working capital are 15-20% within 2-6 months, with some cash gains being immediate.
This document outlines 5 reasons why strategic recognition is important for businesses:
1. Strategic recognition drives employee engagement which leads to improvements in key business metrics like productivity, customer loyalty, sales, and profits.
2. Recognized employees are less likely to leave their jobs which can significantly reduce turnover costs.
3. Strategic recognition encourages emotional engagement over just transactional engagement which is better for employee well-being and performance.
4. Strategic recognition programs provide data that can be used to better manage talent and improve succession planning, performance management, and retention of top performers.
5. Strategic recognition helps bring a company's values to life by rewarding employees for demonstrating those values in their
The document discusses an investment opportunity in a large Canadian printing and publishing company. It summarizes the company's operations, strategic business units, management, and financial performance. The company has a strong balance sheet, attractive valuation, and is an industry leader. A discounted cash flow valuation of the company using growth projections, WACC calculations, and terminal growth assumptions values the company as a good investment during the financial downturn.
How to Fire Your Boss and Start Your Own Consulting BusinessBayCHI
This document provides advice on how to build a successful consulting practice by leaving your current job. It recommends focusing on marketing rather than sales, using speaking engagements as your main marketing strategy. It also suggests using metrics to track your progress, such as leads generated from speeches and placements per principal per month. Case studies are presented of how Product Development Consulting, Inc. implemented this approach to achieve growth and regular invitations from Fortune 500 companies.
This project report analyzes the market operations of business partners in the stock broking industry and their future prospects. The objective is to understand the strategies, services, and opportunities of competitors. Through a survey of 50 business partners, the report finds that while most brokers offer good product support and processing, marketing assistance is poor. It also finds opportunities in changing demographics, economic growth, and increasing investment. The conclusion is that Reliance Money has advantages in brand, price, and products, and the overall industry has a bright future with more investors and money movement. Suggestions include improved training, promotions, and streamlining documentation processes.
1) Larger companies tend to have more successful voice of the customer (VoC) initiatives compared to smaller companies.
2) It's important to understand who your customers are listening to and finding the most relevant sources of information before implementing VoC.
3) Executive sponsorship is critical for VoC success, with initiatives reporting directly to executives faring better than committees.
The document presents research conducted to evaluate the impact of promotional activities on sales of Business Standard newspaper in Delhi-NCR. The objectives were to analyze the impact of sales promotions, increase sales over competitors, and compare fulfillment of target segments' needs. Primary data was collected through surveys in Delhi-NCR from May to July 2012. Analysis found Economic Times was read most due to bundle offers, and readers valued quality over promotional schemes. Recommendations included improving brand awareness, distribution, and offering free subscriptions to generate more awareness.
The document summarizes the results of a survey of 40 sales leaders regarding the changing role of sales professionals. Key findings include:
1) Sales leaders see significant changes occurring in how sales professionals manage relationships and conduct business development.
2) Prospects now expect salespeople to act as strategic business partners who can provide solutions and quantify ROI, rather than just pitching products.
3) The biggest gap between successful and unsuccessful salespeople is the ability to develop a quality prospect pipeline through strategic planning and business development skills.
4) Sales training programs have not adequately prepared salespeople for these changing demands, and salespeople now need skills like thought leadership, understanding customer industries, and demonstrating quantitative business impact.
This will truly be an intimate forum to discuss market trends, metrics and benchmarks that resulted from the CFO Metrics Survey launched earlier this year.
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Avnet, Inc. 2010 Analyst Day & 50th Anniversary Celebration: Dec 15, 2010
Presenters included: Roy Vallee, chairman and chief executive officer; Rick Hamada, president and chief operating officer; Ray Sadowski, senior vice president and chief financial officer; Harley Feldberg, president, Electronics Marketing; and Phil Gallagher, president, Technology Solutions.
Following the analyst day event, Avnet commemorated its 50th anniversary on the New York Stock Exchange by ringing the closing bell.
This document summarizes an agenda for a fintech studio session event. It includes:
- A list of sponsors for the event, including corporate sponsors and those bringing the event.
- An agenda with times and topics to be covered throughout the day-long event, including presentations on the changing financial services industry, using social intelligence, creating secure digital environments, and adapting to change.
- Excerpts and slides from some of the scheduled presentations, covering topics like the coming revolution in financial services enabled by new technologies, how successful companies disrupt themselves, and benchmarks for customer experience excellence.
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The document discusses the next generation of social engagement and its importance for talent management. It summarizes that social technologies can connect and accelerate business strategy by enabling ease of use, transparency, collaboration and recognition for employees. However, the business results of social technologies are unclear. The document advocates for social engagement that includes all stakeholders and leverages social networking as a primary communication tool. It provides examples of how social technologies can enhance recruiting, performance, learning and more.
The document outlines 6 steps business owners can take to improve their business, including properly planning goals and actions, monitoring financial metrics, managing cash flow, organizing operations, managing growth, and planning for transition. It then discusses each of these steps in more detail, providing advice on tasks like establishing a vision and measurable goals, regularly reviewing financial statements and key ratios, using cash flow forecasts to manage cash needs, and periodically evaluating the business for improvement opportunities. The overall message is that business owners should follow a structured process to effectively operate and grow their company over time.
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But is this still really the reality on the field- Are sales and procurement enemies or can they actually be friends. Together with Deloitte Belgium the Vlerick Sales cluster set out to try and understand the current feelings prevalent amongst salespeople and their procurement counterparts. They also focused on internal issues both for sales and procurement within their own organizations and how this affected the relationship outcomes.
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This document discusses implementing continuous improvement systems and processes. It emphasizes monitoring and reviewing performance to provide opportunities for further improvement. Continuous improvement is seen as an ongoing process to enhance quality, flexibility, and reduce costs. It involves managing quality through planning, control, assurance and improvement. Employee engagement and empowerment are key to driving continuous improvement through trust and removing barriers. Performance must be well measured through various metrics and controls to identify opportunities for improvement and manage change.
A Marketing Plan Outline from start to finish. In this presentation (Marketing 101 PowerPoint) you will learn how to create a marketing plan for any business. By Marketing by Justina 2012 www.marketingbyjustina.wordpress.com
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The document provides a business update from Morris Nord and Leza Muir of an insurance company. It includes the following highlights:
- Financial results for 2012 YTD are better than budget and the prior year across key metrics like revenue, claims, expenses, and net income.
- Group health and dental for small business has seen the most growth over the past 3 years among the company's key product areas.
- There is a discussion of how the company's products, services, claims processing, and market share compare to competitors.
- Improving customer experience and satisfaction is a priority, including enhancing digital capabilities and addressing changing customer expectations around convenience.
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Whether you want to Grow your Business of Transition through Succession...you will want to be DEAL Ready.
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The banking sector saw increased demand for accounting and finance professionals in 2010. Newly qualified accountants were in high demand, and their salaries increased by 15-30% across functions. Demand for temporary product controllers and other finance roles also grew in 2010 and is expected to remain strong in 2011, driving up daily rates by around 20%. Experienced temporary candidates can earn over £450 per day.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Enterprise Tactics PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of fourty eight slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. http://bit.ly/2OJ9ZKk
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The document presents research conducted to evaluate the impact of promotional activities on sales of Business Standard newspaper in Delhi-NCR. The objectives were to analyze the impact of sales promotions, increase sales over competitors, and compare fulfillment of target segments' needs. Primary data was collected through surveys in Delhi-NCR from May to July 2012. Analysis found Economic Times was read most due to bundle offers, and readers valued quality over promotional schemes. Recommendations included improving brand awareness, distribution, and offering free subscriptions to generate more awareness.
The document summarizes the results of a survey of 40 sales leaders regarding the changing role of sales professionals. Key findings include:
1) Sales leaders see significant changes occurring in how sales professionals manage relationships and conduct business development.
2) Prospects now expect salespeople to act as strategic business partners who can provide solutions and quantify ROI, rather than just pitching products.
3) The biggest gap between successful and unsuccessful salespeople is the ability to develop a quality prospect pipeline through strategic planning and business development skills.
4) Sales training programs have not adequately prepared salespeople for these changing demands, and salespeople now need skills like thought leadership, understanding customer industries, and demonstrating quantitative business impact.
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This document summarizes an agenda for a fintech studio session event. It includes:
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- An agenda with times and topics to be covered throughout the day-long event, including presentations on the changing financial services industry, using social intelligence, creating secure digital environments, and adapting to change.
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The document outlines 6 steps business owners can take to improve their business, including properly planning goals and actions, monitoring financial metrics, managing cash flow, organizing operations, managing growth, and planning for transition. It then discusses each of these steps in more detail, providing advice on tasks like establishing a vision and measurable goals, regularly reviewing financial statements and key ratios, using cash flow forecasts to manage cash needs, and periodically evaluating the business for improvement opportunities. The overall message is that business owners should follow a structured process to effectively operate and grow their company over time.
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- Group health and dental for small business has seen the most growth over the past 3 years among the company's key product areas.
- There is a discussion of how the company's products, services, claims processing, and market share compare to competitors.
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2. OUR QUEST
CA is engaged as agents of change:
•To expedite the decision process
•To establish and encourage leadership.
•To demand accountability
•To expect results
Increasing Shareholder Value & Net Worth
3. WHO WE ARE
• 25 Year Old Regional Firm
• Family business Oriented
• 3 Divisions
• Marketing, Research, & Sales
• Business Consulting
– Analysis
– Projects
• Mergers & Acquisitions
4. WHAT YOU GET
• S.W.O.T.
• Effect of Problems to the Client
• Cost in Lost Profitability
• Correction Required
• Self fix and/or Outside Help
• Investment to get Outside Help
• Additional Bottom Line Profit Opportunity
5. BENEFITS OF PMC ANALYSIS
• Objective Assessment of your Company
• Quantitative and Qualitative Review
• Impact on your Profitability is Measured
• A Pathway to Improved Performance
• Cost/Benefit based Recommendations
6. HOW WE WORK
• Not Magicians: Actual Facts
• Not off the Shelf: Client Specific
• Bonded: $50,000 per employee
• Analysis Length: 4 to 5 Days
7. WHAT WE DO
• Strategic Planning
• Organizational Development
• Profit and Expense Control
8. STRATEGIC PLANNING
• Where you are; Where you want to go; How
you are going to get there!
• Establish Benchmarks and Timelines
• Three Month Intervals for Eighteen Months
9. ORGANIZATIONAL DEVELOPMENT
• Executive Assessment & Coaching
• Developing Multiple Management Tiers
• Decision Making & Problem Resolution
• Maximizing Efficiency & Productivity
– Delegation & Empowerment
– Constructive Communication
– Training, Motivation, Incentives
10. PROFIT & EXPENSE CONTROLS
• Cash Flow Management & Forecasting
• Budgeting and Job Costing
• Systems and Procedures Analysis
• Breakeven & Margin Analysis
• Inventory and Cost Controls
• Profit Planning
11. S.C.O.P.E.
Each project undertaken by our Consulting Division involves evaluation, modification, and generation
of systems, controls, organizational structure, and procedures to provide information and results for
evaluation by management.
Systems
CA custom designs operating systems to maximize profit and efficiency.
Controls
CA implements proven controls to monitor and evaluate performance and force profit.
Organization
CA streamlines the client's organization to best affect cost-effective delivery of the
product or service while managing internal information systems.
Procedures
CA will develop custom procedures and policies to insure smooth applications of
systems necessary to effect results.
Evaluation
These systems, controls, organizational structures, procedures and policies will provide
management the necessary information to manage profitability. Quality management, not
quantity. Finger tip reporting and informed decision making.
12. SEVEN KEY COMPONENTSTO A GOOD SALE
1) Know WHO
the client is;
2) What does the client WANT
only three things a person wants
- quality of life/salvation
- security = cash flow/profits
- - satisfy ego
3) Establish FOCUS
agreement to problems and concerns to be
quantified and qualified
4) Establish CREDIBILITY
Credentials, experience, recomendations
5) Establish CONTROL
End results by design not default
6) Establish URGENCY
encouraged to take action
7) While continually CONDITIONING
sell the result, not the process
13. TECHNIQUE FOR ANSWERING OBJECTIONS:
R-Q-C-Q-C-C
One of the main characteristics of a strong sales process is the ability to overcome objections and close sales. The R-
Q-C-Q-C-C method is practical, effective and not high pressure. Whenever you hear any objections, this method can be
applied as a tried and true Good Sale Process:
RELAX
First, when a prospect objects, you must relax.
QUESTION
Pause, then say I am not quite sure exactly what you mean. Could you explain a little bit more about (give objection
back to prospect in their own words).
CONCEDE
After listening to his explanation, say, “That‟s a good point. I understand exactly how you FEEL. Many of my clients
FELT exactly the same way until they FOUND...” Listening builds trust.
QUALIFY
Other than the fact that (objection), there is nothing else that‟s stopping us from doing business today. Is that right?
CAPITALIZE & CLOSE
Pull the appropriate tool from your tool kit and close him or her.
15. OUR TARGET MARKET
SALES REVENUE
28
30 26
24
% of firms
25
20
15 12
10 7
3
5
0
$0-$3 $3-$5 $5-$10 $10-$25 $25-$50 $50-$100+
In Millions of dollars
16. OUR TARGET MARKET
Primary Business
Mining & Oil & Gas Extraction
Health Care
Wholesale Distribution
Manufacturing
11 Other Services
7 Agriculture & Forestry
Construction & Trades
11 Transportation & Warehousing
21 Construction & Trades
Transportation & Warehousing
19 Manufacturing
22 Wholesale Distribution
6
Agriculture & Forestry Health Care
3 Mining & Oil & Gas Extraction
Other Services
0 5 10 15 20 25
% of Firms
17. PROSPECT PROFILE
EXISTENCE OF WRITTEN BUSINESS
AND STRATEGIC PLANS
Written
22
Strategic Plan
Written
Business 40
Plan
0 10 20 30 40 50
% of Firms
18. PROSPECT PROFILE
HOW DEPENDENT IS THE BUSINESS ON
THE OWNER?
50 44
45
40
35 31
% of Firms
30
25 19
20
15
10 5
5 1
0
1 (not at all) 2 3 4 5 (very)
19. PROSPECT PROFILE
HOW MANY GENERATIONS OWN A
FAMILY BUSINESS
70 66
60
50
# of Firms
40
30 26
20
10 6
2
0
one two three four or more
# of generations
20. “HOT BUTTONS”
Hot buttons are personal or business issues that are so important to you that they evoke an emotional
response. Identifying your hot buttons, and focusing n them will help you develop a focus for your ongoing
strategic planning process.
To find your hot buttons you need to ask questions. The more questions you ask, the more likely you will
expose weakness and identify strengths. By asking probing questions you not only uncover the hot
buttons, but you get the more involved. in a self-analysis as to opportunities and threats to your business.
Are you satisfied with......................?
What is your.........?
How do you control your...........?
When was the last time you had a quantitative study of
functionality performed?
What functions do you have to perform to be profitable?
21. • EXAMPLES OF „HOT BUTTONS‟
• Contractors
• What is your bid to award ratio?
• Are you getting the ones you should?
• How do you know if you are competitive?
• What is your bonding limit?
• How do you do your job costing?
• How do you control your job cost?
• How do you calculate your burden rate and overhead when bidding a job?
• What is your small tool expense?
• What is your variance between your bid and actual costs?
• How many job bids do you loose by a small %? How do you control
productivity?
• Is every one of your employees producing a profit for you?--How much?
• How do you control performance of your personnel
23. HOW MUCH ARE THEY WORTH?
ESTIMATED VALUE OF THE BUSINESS
50 44
45
40
35
% of Firm s
30
25 21
20
15 12 11
10 6
4 2
5
0
<$.5 $.5-$.9 $1-$4.9 $5-$9.9 $10- $20+ don't
$19.9 know
In m illions of dollars
24. Consulting Engagement Fee Schedule
M & A Transactions
CA is retained, in essence, as a consultant firm working for an assessment and market
development retainer fee of eighty-five hundred dollars, ($8,500.00) which is to be
credited against a success fee; plus expenses.
The Client will pay all expenses at cost, travel expenses are to be pre-authorized in
writing by the client. When, and if, the transaction is closed, the Client agrees to pay to
CA a success fee or commission equal to:
6% of the first million dollars of the gross amount of the transaction.
5% of the second million dollars of the gross amount of the transaction.
4% of the third million dollars of the gross amount of the transaction.
3% of the fourth million dollars of the gross amount of the transaction.
2% of all amounts thereafter.
Such fee shall be due and payable, in cash, at closing. For the purposes hereof,
"closing" is defined to mean the date on which stock or assets of the company are sold
or otherwise conveyed or transferred.
25. Consulting Engagement Fee Schedule
Valuations
The objective of the program is to provide shareholders and management with an
independent professional review of those assets and other elements that effect the
company's value. The company is given a present market place value and guidelines
to increase that value.
The program cost is dependant upon the time and consultant skill set requirements.
This is determined by client size, business type, multiple locations, diversification of
profit centers, and availability and accuracy of historical information. The fee starts
at $12,500.00, plus expenses, requires a minimum of 4 days on-site and takes a
minimum of 10 subsequent off site business days to complete the company
26. Consulting Engagement Fee Schedule
Senior Consultant $180.00 per hour
Specialist $225.00 per hour
Partner/Principal $300.00 per hour
Expenses & Invoicing
The invoices (at least one per week) will cover all fees as follows: (1) hourly
consulting fees ($180.00-$300.00) per man hour worked by each consultant
assigned to the project and/or the M&A/Valuation flat rate, (2) reasonable airfare,
ground transportation and lodging expenses incurred by the on-site consultants
(substantiated by receipts) and, (3) thirty dollars per diem per consultant when
traveling.