Case Studies

Strategic Planning

Increased marketing prospects and existing projects left a small business stretched beyond capacity and lacking direction.  The partnership was not following-up on prospects and new opportunities were not being realized.  The firm required an increase in professional staff and could not commit to employing a business development professional.  However, in order to afford an increase in staff, the firm needed a strategy to close new business and sustain their growth.

EntroThrive met with business owners to review their core business, specific services and target markets.  After a competitive analysis was completed, a financial review revealed accounting systems that were inconsistent with the company's core business activities.

Based on the individual goals and strengths of the partners and limited resources, EntroThrive reorganized the company's accounting, budgeting and operational system to create profit centers.  The improved systems helped to simplify daily operations and more effectively track activities and profitability within each of the firm's markets. 

Each profit center was led by one of the partners who was accountable to the others for budget and development.  By clarifying the markets for each of the partners, EntroThrive was able to provide the firm with a streamlined prospecting and development process.

80 year-old design firm was missing opportunities and momentum in growing pharmaceutical industry.

EntroThrive interviewed potential clients to determine trends and ways to increase client's competitive advantage.

Based on market research, EntroThrive identified and negotiated a strategic partnership with a similarly focused firm to pursue projects with a more centralized approach to clients.

After 8 years in business, a small consulting firm was overwhelmed with projects and clients. 

The owner of the firm managed the company, marketing activities, personnel and projects.  The increase in business made these responsibilities increasingly difficult to meet. 

EntroThrive met with the business owner to review growth options and personnel development.  While the client was considering the addition of a second owner, we suggested that a thorough review of the business and challenges be completed prior to committing to a restructure of ownership.

A fundamental analysis was completed to identify the company's strengths, weaknesses, opportunities and threats.  Among the firm's strengths was the ability to respond to shifting markets very quickly.  Autonomy allowed the owner to meet changing demands better than larger competitors, and a loyal staff met the challenges of the dynamic nature of the business. 

By identifying the firm's unique abilities, financial strength, and the competitive advantages of single ownership, it was clear that an ownership restructure was not advisable.  However, a part-time business manager was recommended to relieve the business owner of daily management issues and devote more time to client management and marketing.