Review of pricing scheme, direct expenses, operational expenses, show expenses and labor costs.
Financing sources including traditional, employee and ecommerce options.
Projection for Growth-
Planning for cost of growth
SALES & COMPETITION
Determining the total market in the trade territory and market share target.
Sales methods for determining potential clients such as referrals, farming, cold calling, institutional, and non-traditional sources. Exploring all possible client opportunities, including development of possible new clients.
Determine the existing competition and their viability. Consider competition's ties to specific clients and building increased visibility and contacts in market area.
Review types and makers of firing systems, mortar materials and construction, racking systems and construction, assembly methods, multi-shot cake configuration and other methods for efficiency, durability and cost.
Trucks - buy, lease or short term rentals. EDL requirements, short term long term rental and ownership.
Administration offices, general materials storage, launching equipment storage, explosive storage, packing facility, staging area, overall plant layout, operational layout. Current operations planning or future plant location layout.
Types and Varieties-
Available sizes, types, manufacturers, countries of origin, direct importation, domestic wholesale purchasing. split container purchasing, importation logistics, shipping costs and intermodal delivery.
China, other Far East countries, Europe, Far East, South America, Mexico, Australia, USA (direct or wholesale).
Developing pricing models for show cost estimates to include administration costs, fixed costs, show costs and total landed product costs for developing proposal/sales estimates.
Negotiating payment terms for purchases and for customer contract terms.
Contract template terms for customer contracts, employee contracts, lead technician and assistant contracts. No legal services included.
Facilities, personnel, duties, dual responsibilities, management work flow, deadlines for approvals.
Personnel responsibilities; explosive storage, non-explosive storage, return product classification and disposition, general plant maintenance.
Facilities Work Flow-
Coordination of all facilities and personnel along with job assignments and accountability between departments.
Ownership or Leasing-
Pros and Cons of leasing the facility vs ownership of the facility.
Structure of management, key executives, organizational chart and work flow. Communication structure, distribution and verification.
Assignment of duties, follow-up system, cross training.
Structure of inside sales, outside sales, new sales and renewal sales. Single year contracts, multi-year contracts. Bid strategies and general sales strategies.
Requirements and qualifications of Operators tiered levels of Operators. Assistants connected to Operators, free lance Assistants and verification of competency.
Structure of plant operations, assignment of duties, cross training, accountability and inventory management.
Regulatory and Compliance-
Assignment of duties, knowledge inventory, documentation, verification of personnel requirements and documentation. Educational requirements, cross training and Information maintenance and follow-up.
Recruiting and Training-
New sources of potential trainees, existing license holders, methods to split teams for building new teams internally. Setting up training programs for beginner training, assistant refresher training, operator training and license completion, lead technician training and master technician training. Setting up and conducting effective training programs.
INSURANCE AND LOSS CONTROL
Property coverages including buildings, contents, launching equipment, mobile equipment, stock throughput and non-owned property.
Liability coverages including premises, auto, show site, professional and employers liability.
Workers Compensation and health coverage.
Loss Control Programs-
Loss Control including safety programs and loss control survey.
INTRODUCTIONS AND THE INVITATION
Determining the target competition, reviewing the criteria for acceptance, preparing the proposal for requesting an invitation, establishing the justification for the invitation and providing references for the submission.
Determining the experience, skills and talents needed of the personnel to staff the international team, Consider outside contractors to fill any vacancies needed to complete needs and talents of the team.
This may be the most challenging factor for planning and execution. Arranging for team members passports, all visas to host country, bills of lading, invoice and shipping of products to host country, coordinating necessary equipment, verification of mortar sizes and stabilization of racking systems are a few of the issues that must be addressed well in advance.
COST BENEFIT ANALYSIS
Evaluating the cost to present a competitive program is critical to determine if participation in a competition makes sense. The time of year affects the viability of expending the resources needed to be competitive. Although the competitions usually pay a participation fee to compete, it rarely covers the complete cost of the event. Also, diverting the personnel, equipment, products and time away from the existing client base must be factored into the decision.
PURCHASER OR SELLER
We offer advice to assist with a successful merger or acquisition of the company. With an asset purchase, stock purchase, stock swap or other merger or acquisition, there are many important factors to include beyond the raw contract terms. Transfer of licenses, transfer of ownership or leases, notice to customers, media releases, trademark and copyright transfer, retension of staff and technician
are a few of the considerations to determine prior to entering into a merger or acquisition.
Whether the combination of companies is set up to retain the old name, assume one existing name, change to a completely new name are important considerations. Absorbing a small company into a larger company or setting up a new company with its own corporate structure should also be considered.
FOREIGN OR DOMESTIC
Combining companies from different countries also presents a different set of issues that must be addressed.
FAMILY HELD COMPANY
Perpetuation of the company within a closely held family ownership can have significant disruption within the family if not addressed early and communicated to all family members whether they are involved in the management of the company or not. Buy-sell agreements or a clear division of management responsibilities are important to be determined as soon as possible to avoid potential conflict.
DEVELOPING INVESTMENT OPTIONS
There are other ways to ensure the continuation of the company when transfer of ownership is not intended to be within a family. Ownership should have a plan to continue the company in such a way to allow the owner to receive fair vaqlue for the company. Stock ownership in employees, outside investors, venture capital investment, combining several companies under a holding company, converting to a public company, are some of the ways for an owner to continue the company beyond his ownership.
Another way to perpetuate a company is to diversify into other like services so that those services would complement the existing company to eventually attract ownership interest in order to sell to a broader market sector.