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Problem:
A software services company was experiencing 200 percent growth per year. There were disagreements over the direction the company should take and the relative priority of various marketing efforts for specific market segments. New employees were lacking orientation. The company had seen little turnover in the past, but within the past three months five people left stating “organization challenges” as one of their reasons for leaving. Read the full case study.
Problem:
A Twin Cities branding and marketing services company had clients in need of Web site development, but their small staff did not have the appropriate background. As a result, their clients were not always happy with the quality of the Web site work they received. Further complicating the situation: there were not enough clients interested in Web site development to justify additional hiring. The company attempted to form joint ventures with several Twin Cities-based Web development shops, but could not find the appropriate business partner. Read the full case study.
Problem:
A technology and strategic planning consulting firm had grown rapidly and had recently added two “partners” as stockholders. The company had been reporting income as a C corporation and kept its books strictly on the cash basis of accounting. The management group needed a valuation of the business, an affordable plan for bringing new owners into the business and an exit strategy for the founder of the company. Read the full case study.
Problem:
A transportation logistics services company had grown from revenues of less than $1 million to over $5 million in a little over five years. The husband and wife ownership team was not interested in running the company for the rest of their lives, and so was in need of a viable exit strategy.Read the full case study.
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