White Papers & Books

Monetizing Creative Innovations

Monetizing Creative Innovations


Successful innovators focus on what matters most, rather than diverting effort to less critical opportunities. With better focus, they are able to innovate more effectively, bring their innovations to market more efficiently, boost their company's performance, all while reducing relative costs.

This paper discusses the processes of innovation, and the options that an executive has in choosing an approach to innovation that will work for his company, while at the same time allowing his core business to prosper.
Front Business Development in Mature Markets copy

Business Development in Mature Markets


Delivering more value, to more customers, in more diverse markets is the key to success for most SME manufacturers. The perception of value belongs to the customer; to discover what it means and how to deliver it, Business Development (Biz-Dev) processes must be adopted. Closer and deeper relationships with customers must be developed and fostered. SMEs must understand their customer’s business as well and in as much detail as their own.
Front Precision Machine copy

White Paper: Can US Precision Machine Manufacturing Survive?


Precision Machined Products companies experienced a major recession starting in 2008; some have gone out of business. Many of those left are struggling with the effects of the ‘off-shoring’ of PMP business to foreign competitors. Off-shoring has forced many US PMP companies to become job-shoppers, chasing fewer dollars in a maturing and commoditized US market.

Some companies might see their world through rose colored glasses and still try to compete on price, believing they can be the low cost provider. Perhaps they can, but  how long does that game last when you are playing leap frog with competitors in a race to the bottom?
Why Companies Underperform

eBook: Why Companies Underperform


Small to medium companies in the US need to find a path to adopting the new-world business mantra: doing-more-with-less. This means fewer people and fewer resources in a quickly changing business and economic environment.

This book points to some potential areas for failing, such as how success can lead to failure through strategic rigidities. This book will also describe numerous approaches to overcoming these problems, using inexpensive techniques that should cause an STM the least amount of operational upset.
A Biz Dev Look at The Valley of Death - Front

White Paper: A Biz-Dev Look at the Valley of Death


This paper takes a look (and hopefully a new and helpful look) at how startup companies (especially technology based ones) can bridge the conceptual 'Valley of Death'. The conceptual gap in time and money between a company’s starting point, to where it is generating enough
revenues to support its operations.

Bridging the gap is generally only (but not exclusively) possible via the help or assistance of outside influences, e.g. Angel investors, Venture Capitalists (VCs), etc. The pursuit of VC money tends to be the traditional approach for most hi-tech startups. This paper postulates and considers other (maybe more likely ways) for companies to cross the Valley of Death using a modified bootstrap approach.
Take Advantage of the Recovery 

White Paper: Take Advantage of the Recovery


When demand returns, revenues will start to increase. Profits will get significantly better, as a % of revenues due to higher operating efficiencies, fewer employees and lowered expenses. The not-so-smart companies will think that raising efficiencies even further is a great strategy.

The 'smart' companies will have upped their efforts in developing new products and targeting new markets. At the same time, these 'smart' companies need to get the most out of their existing employee base, and select and hire the best candidates from the pools of unemployed workers that are eagerly looking for new employment.

Find out what it takes to be a 'smart' company!
Case Study: CXR Inc.

Case Study: CXR Inc.


Rodger and Charlie had invented an advanced digital algorithm (and processor) for processing mammographic data. Even though Rodger and Charlie's company was one of the later entrants into the mammography field (it had not participated in analog mammography) it had quickly received approval by the FDA.

Using $100,000 of their own funds plus a line of credit from a local bank (the manager, now retired, and on their board) and an idea for how current mammographic equipment could be enhanced to improve early cancer detection, they formed a startup company called CXR Inc.
Business Genesis

Book Preface: Business Genesis


Because a business didn’t fail doesn’t mean it was successful. Lots of work has gone into determining why businesses fail, but we have focused on making them succeed. In the process, we have identified a foundation/planning gap of which many entrepreneurs are unaware. It has been identified by a number of researchers but has not (until now) been shown to entrepreneurs in a way that aids them in developing their businesses.

Entrepreneurs starting a new business for the first time have a 40% chance of surviving more than four years, but entrepreneurs who have succeeded in a prior venture have a 20% chance of succeeding in their next venture. First-time entrepreneurs have an 18% chance of succeeding! Overcome the odds and start your business with success!