We were hired by a mid-sized VoIP company to find and negotiate the acquisition of two smaller, similarly-situated firms. The acquisitions fit the company’s strategic objective of gaining economies of scale in anticipation of an increase in competition resulting from a slowing of the transition of TDM (time-division multiplexing) to IP voice services.
We were able to bring forward qualified candidates, negotiate the deals and get closure within two months on each deal.
Our documents were relied upon for both the LOI and the final agreement.
The acquired companies have since been integrated seamlessly into the acquiring company.
This case study began when the parent organization brought us into its subsidiary in Montreal, Canada. Given the subsidiary’s history of operating losses, we took the following actions:
Devised a new corporate strategy to get the company on a path to profitable growth
Redesigned the organizational structure to fit the strategy and existing personnel
Provided management training
Identified the operational priorities for the company including systems, processes and controls
Highlighted several areas to take costs out of the business including improved network utilization
Shepherded the development of a new customer proposal development process
Arranged a credit facility to fit the company’s requirements
Recruited a replacement CFO, and
Provided a new approach for more aggressively marketing the company’s services.
The parent company followed this assignment with requests for M&A advisory services on two separate occasions, one of which closed.
This case study focused principally on providing the client with marketing and business planning services. The client had an excellent technology, but it had: 1) a name that was difficult to pronounce, 2) an unprofessional logo and website, 3) no consistent positioning, 4) no industry visibility, 5) no presence in search engines, 6) sales targets based on the sales people’s previous contacts, 7) no product development roadmap and 8) insufficient resources to take advantage of its cutting-edge technology.
We first presented a business plan with sufficient sales and marketing resources to drive profitable growth along with a recommendation to raise $5 million in equity (which the company subsequently accomplished).
The company also agreed to change its name and logo and to launch a new website, for which we managed the process and content development. The website was upgraded to include four videos to showcase the power of the technology and to highlight the new positioning for the company.
We then prepared a series of generic presentations for the sales force as well as customized presentations for specific customers. We developed a diagram of the network that featured the cloud as the backbone of the company’s offerings. We also issued an introductory press release that garnered over 100,000 impressions and had more than 1000 readers.
At this point, we submitted a detailed marketing plan that addressed the highest priority customer segments based on customer demand and competitive positioning, and we provided the relevant lead sources. This plan also included a product development roadmap, including a recommendation for a new service which we designed to provide the client with a sustainable competitive advantage. We also ran a test online marketing campaign with a dozen or so text and image ads. We demonstrated how this vehicle could produce many qualified leads at a very small cost relative to the expected revenue.
We recommended a series of actions to stake out a more aggressive sales and marketing approach including giving speeches at key industry events, participating in key trade shows and executing several marketing campaigns including search advertising, email and targeted print ads. Subsequent to the engagement, the Chairman wrote to say that “the company is doing well”.