I help my clients master each of the six steps that lead to success..

Optimise the strategy
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Innovators do not always recognize the full potential of their own concept. I help them fill the gaps.
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At the same time, innovators are often overflowing with interesting ideas that cannot be exploited simultaneously. So I have long sessions with my future clients, to figure out which ideas are the most promising or the least risky. Then they commit to applying all their time and energy to the ones we choose together.

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Plan for tomorrow’s market

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A business strategy is valid only in the context of a future marketplace. In other words, no strategy will work unless it can adapt to an environment that may change unexpectedly.

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It cannot be said too emphatically: extrapolation is not planning. That is why strategies based primarily on reaching a financial goal are seldom realistic. They do not take account of unforeseeable delays or competitors’ reactions or mutations in customers’ preferences. So they soon become obsolete and frequently cause promising young companies to fail.

 

Build a robust financial model

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I model each element of a clients’ business strategy as well as each significant variable of the respective market segments.

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My models are designed to support management decisions. They are based on the key variables corresponding to a company‘s own strategy and its own markets. My models presume unstable prices, aggressive competitors and fickle customers. They are not constrained by the accounting conventions of any particular country.

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In other words I identify and quantify each step the client’s company must take to reach its unit sales or market share targets. I also show how to preserve margins and cash flow as the business progresses.

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Above all, my models are interactive. Clients can use them at any time to do “what-if” simulations.

 

 


Fill any gaps in the management team

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Most visionary innovators are not talented managers. Finding a competent and compatible managing director to lead a client’s team is an important part of my work.

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Raise the necessary seed capital

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I organise funding for clients with banks and regional investment funds, occasionally with venture capitalists and much more often with “business angels”.

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Business angels are individuals, not institutions. They invest in young companies on their own or, frequently, in pools. Many of them were successful entrepreneurs. They know how to be patient.

 

Start small

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It is much easier and far less costly to correct mistakes on a small scale. That is why I advocate starting operations in the smallest possible region.

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Success in a pilot region is often the key to penetrating the global marketplace with limited financial resources.

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A young company, once it has proven its concept on a small scale, can usually be self-financing thereafter. My methodology, informed by franchising, calls for creating a worldwide sales network which is financed by the distributors themselves.

 
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