At Muir & Company, we understand that it is one thing to say we offer solutions for business and another to actually do it. That is why we feel it is important for our potential clients to have the opportunity to review our performance. We hope you will take a minute to review some of the example solutions detailed below:

• Business Start-Up
• Brand Strategy, Marketing and Sales Programs
• Accounting & Information Systems / Technology
• Sales Force Performance Improvement
• Business Planning Assistance and Oversight
• Revenue Improvement, Market Repositioning and Change Management
• Financial Management
• Business Strategy and Organizational Structuring
• Cash Management
• Facilitation and Succession Planning
• Business Planning and Financial Projections

Business Start-Up

Issue:
A new healthcare venture was in the formation phase. The venture lacked a cohesive business model and financial controls. The venture also had numerous independent consultants working on various aspects of the business. These consultants had no centralized coordination, resulting in a disconnect with each other and with the activities of the start-up’s management team. These deficiencies were resulting in wasted time and money.

Solution:
Muir & Company addressed the business model by working with the founders, their management team and the independent consultants to develop a cohesive business model that was then captured in a detailed business plan. To ensure proper financial controls, Muir & Company supplied an interim Chief Financial Officer until a permanent CFO could be identified and hired. To resolve the lack of coordination among the consultants, Muir & Company provided centralized project management to ensure coordination among the consultants and the start-up’s management team.

Outcome:
The start-up successfully executed the business model and launched the business.

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Brand Strategy, Marketing and Sales Program

Issue:
A traditional Fortune 100 company was building an eCommerce business to leverage knowledge and capabilities it had developed through its own operations, in order to add diversity to its product offerings and revenue base. The Company needed to develop a brand strategy for the eCommerce business, as well as marketing and sales programs to promote the service.

Solution:
The business concept and target markets were examined to develop an understanding of the business model and its market potential. Advertising agencies and public relations firms were screened and selected based on criteria designed to find those firms best suited for the product. Management, the advertising agency, the public relations firm, internal and external technology specialists, key personnel from business operations and customer service were then involved in the development of a brand strategy. Following the development of the brand strategy, the marketing and sales systems were designed.

Outcome:
A comprehensive brand strategy was developed for the business. The marketing department was structured, staffing needs and compensation were determined, and the marketing budget for the business start-up phase was established. The sales strategy for the business was also developed, and the sales management structure, compensation system, territories, and sales budget for the business start-up phase were determined.

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Accounting & Information Systems / Technology

Issue:
Centralized accounting functions were not meeting the management or client needs of a large property management firm.

Solution:
Information and reporting needs were determined, and accounting department staff relocated close to management. Internal policies and procedures were developed to ensure timely and accurate reporting. A local area network system, including hardware and software systems, was designed and implemented.

Outcome:
A new team environment between management and accounting emerged whereby timely and accurate budgeting and reporting was available to clients and management. Clients were pleased with the new level of responsiveness and provided additional work opportunities. The new system was also used as a selling point to obtain new clients.

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Sales Force Performance Improvement

Issue:
A national professional services company was facing new and intense competition. Due to the complex technical nature of the business, direct sales was the primary marketing vehicle, and the sales force was struggling to prevent losses of market share.

Solution:
Market research and competitive intelligence indicated a changing industry in which capabilities needed to be re-directed. The Company’s focus on local opportunities was diminishing sales effectiveness. The determination was made that a well structured national accounts program, leveraging both national and local sales efforts, would be used to grow market share by increasing work in attractive emerging market segments.

The sales program was revamped utilizing change management techniques to smooth the transition for the sales force. The sales compensation system was redesigned to incentivize necessary sales activities and cooperation among sales personnel; sales territories were reconfigured to align with the new sales strategy; communication tools were developed to facilitate information sharing regarding national accounts; sales training was used to educate the sales force regarding new approaches necessitated by the new sales strategy; and sales deliverables were revised to deliver the appropriate message to customers and potential customers.

Outcome:
There was an expected initial dip in sales as the sales force adjusted to the new approach and the client mix was modified to focus on high value clients. Following the initial adjustment period, sales in the targeted industry segments grew significantly and the Company’s market share increased. As competitors began experiencing hard times due to changing market conditions and intense competition, the company maintained its position of market leadership and continued to gain market share.

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Business Planning Assistance and Oversight

Issue:
A long-standing client, whose business involves taking raw concepts purchased from others and readying them for market, was experiencing a cash crunch. An exciting opportunity presented itself for development of a new business, but the window of opportunity was tight and the Company did not currently have the funds to pay for a business plan to be built for the new venture.

Solution:
It was agreed that rather than building the plan for the client, Muir & Company would provide the guidance and support necessary for the client to build the plan in-house. The client assigned two employees to the task and Muir & Company guided these employees’ activities until a final plan was reviewed and approved.

Outcome:
The client was able to build a business plan suited to their purposes within their budgetary constraints.

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Revenue Turn Around, Service Improvement and Change Management

Issue:
A mature company had experienced multiple years of sales declines and efforts to reverse the trend were not succeeding.

Solution:
The Company, its markets and its customers were analyzed to determine the causes of the sales declines. A new brand strategy was created to update the image of the company and new promotional materials were developed. The Company’s sales program was completely revamped, restructuring the approach to sales, the sales territories and the sales compensation system. A Company-wide planning process was implemented involving all top management and key employees from all departmental areas and at all levels of the organization. The planning process was used to elicit ideas from all employees regarding organizational improvements and to create ownership of new company initiatives. Change management techniques and training were used to ensure a smooth transition for employees and customers.

Outcome:
There was a rapid turnaround of Company revenues and morale. Customers and the industry quickly took notice of the changes and industry competitors courted the Company for acquisition.

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Financial Management

Issue:
Client was dissatisfied with an existing brokerage relationship and had a desire to establish new brokerage/banking relationships for personal investments and cash management, as well as addressing a business need for additional credit facilities.

Solution:
Three brokerage/banking institutions that had the capabilities for both personal and business needs were identified and screened. The institution best able to satisfy the client’s needs was identified, and service and cost terms were negotiated.

Outcome:
A new brokerage/banking relationship was established, with capabilities to service both personal and professional needs. Brokerage accounts were transferred and Internet capabilities for viewing accounts were established. Cash management procedures were set up to maximize returns. Additional credit facilities were established.

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Business Strategy and Organizational Structuring

Issue:
A company had spent a number of years in research and development readying for market a revolutionary chemical product that had a wide range of industrial applications. The product was close to finalization, but the Company had no business structure and no strategy for taking its product to market.

Solution:
Market research was used to gain a thorough understanding of the market potentials for the product and the avenues available for bringing the product to market both in the U.S. and internationally. Utilizing this information, the Company’s management was guided through the development of a business strategy for the product’s commercialization. Once the business strategy was determined, the Company was guided through the process of determining the necessary management structure and resources. The decisions were then captured in a comprehensive business plan.

Outcome:
The business was properly structured to execute its business strategy and the business plan acted as a road map the for product’s launch.

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Cash Management

Issue:
Numerous commercial rental properties held as investments by an entrepreneur had no systematic method to ensure collection of rents due from tenants.

Solution:
Abstracts were prepared for all leases summarizing pertinent lease facts. Rental receipts for the prior 3 years were audited for uncollected amounts. An automated system that incorporated QuickBooks Pro was established to track key lease information, receivables and collections.

Outcome:
Back rents were collected from multiple tenants that otherwise would have gone uncollected. The automated system ensured that all future rental amounts due were collected in a timely fashion.

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Facilitation and Succession Planning

Issue:
A family-owned real estate brokerage and property management company lacked a succession plan. One of the owner’s children was interested in joining the company and was in the process of securing the appropriate credentials. The owner wished to come to an up-front agreement with the child to clearly define their business relationship and foreclose potential problems.

Solution:
The goals and objectives of both parties were identified. Discussions were then facilitated between the parties regarding a framework for the child’s integration into the business. The discussions culminated into a phased plan that detailed timeframes, benchmarks and compensation for the child who would grow into full management control of the business.

Outcome:
Parent and child had a roadmap for the child’s integration into the business that clearly delineated the expectations of each party. The plan served the dual purpose of providing a succession plan and foreclosing major issues that could have arisen had expectations not been managed.

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Business Planning & Financial Projections

Issue:
Financial projections were needed for a plan to combine numerous physician group practices into one group with an integrated health information technology overlay. The challenge was to model the projections such that they would automatically adjust based upon differing business scenarios.

Solution:
Interviews were conducted and historical data collected and analyzed to create an excel database. The database was then integrated into a custom financial projections model.

Outcome:
The financial model provided the flexibility to change assumptions and adapt to changes in structure as the proposed new entity plan was developed. The model was then used as part of a larger business plan to facilitate the integration of individual physicians and practice groups.

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