• From non-entity to key partner
    June 20,2018
    This 10 person UK based software business provided fraud prevention software for customers of a US based Enterprise Resource Planning (ERP) software application. It was just one of thousands of members of the ERP software company partner network. To survive and grow it needed to raise its profile both with the ERP provider and its customers, particularly in the USA which represented 80% of its tar
  • Exceeding sales targets for 17 consecutive years
    June 20,2018
    Companies involved in lengthy sales cycles for high value sales often incur high cost of sales. In these situations it is very important not to lose many sales, but to identify the potential for success and take the necessary steps to maximise the chances of winning. The cost of lost sales includes the costs of the sales personnel and bid teams, the costs of building prototypes or running proof
  • Keeping CXOs out of jail
    June 20,2018
    Since 2002 when the US government introduced The Sarbanes Oxley Act (SOX) in order to reduce corporate fraud and rebuild shareholder confidence, most nations have introduced their own versions of SOX. Companies larger than a certain size need to have in place procedures and controls to prevent fraud. These include implementing Segregation of Duties polices to prevent users being authorised to a
  • From European competitor to strategic partner
    June 20,2018
    This company was a leading manufacturer of distributed mini-computers and was transitioning into the becoming a player in the Systems Integration market. One of its strategic manufacturing customers had just suffered the largest ever loss in corporate history, so announced a complete freeze in capital expenditure. Up till this time the computer manufacturer was earning $200,000 p.a. in Europe
  • Differentiation in a commodity market
    June 20,2018
    This company designed and manufactured computer communication products in a commodity market where Far Eastern imports were available at lower prices and sometimes higher quality. Its revenues were in serious decline. In order to achieve sales targets; the company used to make special end of quarter, half-year and end of year promotions to its OEM channel (the major European computer manufactu