outsourced ccorporate development services presentation
TRANSCRIPT
2014 Growth Capital Strategy
© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 |
Ephor Services: Our Approach to Entrepreneur Friendly Capital
Cost of Customer Acquisition
Direct
• Resource constraints• Market noise/distractions and competition
C lt l t
Efficient Growth is
0 50 100
Partners
eMarketing
Direct• Cultural momentum• Unforeseen complexitiesHard
Targets
The Intersection of Strateg &
• Validated revenue strategies which outperform the competition • Distribution partners are required for expansion and scale• Expansion using migration theory
Referrals
of Strategy & Execution is Key
• Expansion using migration theory• Process and metrics driven with incentives• Talented team with a proven track-record
The right advisory support
Deal Team
Diligence MAPPINGPerform
Alignment
Deal Origination• Begin M&A and key alliance partner integration early• Plan/Build based on wealth creation model• Be known as the branded sector leader
Beyond useful capital, Ephor Group provides services such as M&A corporate development, key account business development, management and board advisory services.
ppteam creates value
FunctionalLeads
Integration Execution
Close
Growth Capital Options by Stage
*Companies that cross the chasm realize rapid decrease of failure rate and are the greatest portion of companies attaining g p p g
above market growth.
Period is from 1995 to 2009. Sources: NVCA.org, IDC, Association for Corporate Growth 2012 study.
1. Improved Operating Cash Flow is the most optimum source of capital.2. Bank cash flow and asset based lending limited.3 Vent e Capital limited to 600 deals pe ea ith $100M+ nea te m e en e goal in life sciences soft a e
Capital Financing Options
3. Venture Capital limited to ~600 deals per year with $100M+ near-term revenue goal in life sciences, software, high tech, and energy.
4. Revenue financing structures are becoming prevalent that combine debt and equity instruments. 5. PE and Institutional financing focused on growth or industry consolidation and/or mature enterprises. 6. Strategic active through M&A Corporate Development initiatives.
4 Revenue 5. PE capital sources include: 4. Revenue Financing
ConvertibleDebt
F il Offi
3. Venture Capital
2. Asset-based Lending
Founder’s Equity
d di
Private Equity
Institutional Equity
Family Offices & Structured
Term Instruments
Convertible
Equity
Seed Funding
Angel Equity
q y
Venture Capital GrowthCapital Private Equity Private Debt via Venture,
Mezzanine, or Senior Terms
$2 5 t $10 $2 5 t $15 $5 t $15 $5 t $500 C it l A t$2.5 to $10m $2.5 to $15m $5 to $15m $5 to $500m Capital Amount
None $5m $10m $10m Minimum Revenues
None $1m $5m $5m Minimum EBITDA
High None to Low Low to High Low to None Equity Dilution
Yes Yes Yes No Board Seat Required
Ephor Strategy Expertise
© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 |
Technology Services Expertise
Processing & Administration Functional Expertise
StaffingPlatform
g p
Perquest, Sentric
Technology
TalentTree, Axios HR Novo, Infinity
TechnologyPoint Solutions
SmartTime Bullseye ProBenchmark
Managed Services Global Integrity Outsourcing TSS (Technology Service
Solutions) JDM, Hrmarketer, JPG
SoftNas Crossroads
ISV
J , a ete , J G
Administrative Services
Outsource InternationalA hill
Financial Administration
HRAdvance, HRAmerica Achilles GeBBS, EliteER, ADPI, Certus,
Medaphis, FFMC/FirstHealthStrategies
Acclaim Energy
Polus, LitCap, Mesirow, Lockton Medaphis Physician Services, ALN
Medical Management LACS Inc. Edward Jones
Ephor Services: Our Methodologies Boardwalk™: Strategic Advisory Services including Advisory Board and/or Board of Director Participation
Brand & Reputation Execution
Board and/or Board of Director Participation, Governance Activities, Financial Engineering & Capital.
GrowthSTEP™: Chief Strategy Officer (CSO) including M&A
Corporate Development, Business Development for Strategic Accounts, Product Management, and Growth Initiatives.
Congratulations! Your company is doing great and you are
Management Science Increased Value
a) Operational efficiencyb) Tactical clarityc) Strategic clarity
FlightPlan™: Chief Marketing Officer (CMO) including all Go-To-Market, Marketing, Channel and Revenue Development Initiatives.
Congratulations! Your company is doing great and you are growing. Sales are moving incrementally up the scale and outperforming your sales projections. But now you face a new set of challenges.
•Do you need to diversify your portfolio?•Is your “perform culture” attracting the right employees and are operational systems scalable or showing signs of
Polus™: Management Science Reporting (Operational KPI’s and Performance Monitoring).
p y g gweakness?
Now that you've added more employees, it is critical that you put in place a plan to monitor progress towards your wealth goals. Over the past decade our methodologies have helped entrepreneurs maximize profits. Our goal is sustainable results. Our approach puts capabilities in place that allow you to naturally and effectively handle the changes that occur in your business. You've worked hard to reach this point. The decisions you make during this stage could mean the difference between enjoying the ride and feeling like you are rowing against the tide. You need to protect what's yours, and we can help!
Yellow Brick Road: Sequential Set of ActivitiesCreate 5 year
Assessment of Financials &
Administration Practices
Create Financial Reporting reflecting the Business Model
And KPI’s
Create 5 year Financial Operating
plans based onA) Assumptions
B) KPI’s
Create Financial Returns & Outcomes: Formulate Measures
d M i & Prepare Due
Dili & D Size Long Term & Near-term Capital
need
and Metrics & Management Science
Diligence & Data Room
GoToMarket to Profiled & Targeted
Investors
© 2012 Ephor Group | www.ephorgroup.com
Timeline: Yellow Brick Road to Success
Investor Profiling &
Management Science:Development &
Implementation Operating Measurement of Metrics to predict current & Future
Financial Assessment: Mapping of Financial
Information to Business Profiling & GoToMarket Targeting
Day 3 Day 6 Day 9 Day 12 Day 15 Day 180
predict current & Future PerformanceModel
Due Diligence Preparation & Data Room I t
Successful Funding of
Capital R i t
Sizing of capital
requirements
Financial Modeling: 4-5 years Proformabased on growth
Inventory RequirementAssumption and Bus Model Attributes
© 2012 Ephor | www.ephorgroup.com
Continuous development of the business model attributes.
© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™
GrowthStep™ OverviewEphor Group’s Corporate Development Process.GrowthStep℠ was developed in the mid-90’s toprovide “asset light” technology, software, and BPO
Congratulations! Your company is doing great and you are growing Sales are moving incrementally up the scale and provide asset light technology, software, and BPO
service businesses a specific expertise andmethodology exclusively focused on growth throughmultiples routes to market.
growing. Sales are moving incrementally up the scale and outperforming your sales projections. But now you face a new set of challenges.
•Do you need to diversify and grow your revenue sources?•Are your revenue systems scalable? •What is the best plan for expansion? Portfolio/Geographic? GrowthStep℠ methodology combines a precise and
highly focused approach, delivered with deepdomain experience by results proven “C” levelexecutives, resulting in the achievement of thegrowth and corporate development objectives of ourclient company.GrowthStep’s approach ensures growth is accretive
What is the best plan for expansion? Portfolio/Geographic?
Our goal is to ensure you achieve both immediate and sustainable results. Our approach puts capabilities in place that allow you to naturally and effectively handle the changes that occur in the evolution of your business.
to valuations and realizes the necessary timelines.GrowthSTEP takes a holistic inventory of yourcompany’s margins and growth opportunitiesagainst your market and competitive landscape todetermine the best revenue strategies for growth..Fundamental to our success is our structuredapproach to creating business models that fulfill
l ti d d O haccelerating demand curves. Our approachincludes:
1) Routes to Market Portfolio Approach2) M&A Corporate Development3) Expansion: Geographic &/or
Product/Solutions4) A market analysis an investment plan and 4) A market analysis, an investment plan, and
the management playbook including all the strategy, execution actions, and detailed business model tactics to creates wealth.
© 2013 Ephor Group | www.ephorgroup.com | 24 E. Greenway Plaza Suite 440 | Houston, TX 77046
The Ephor ApproachSnapshot on Ephor:
Ephor Group’s “holistic approach” enhances business models by creating operating scale, product service and support effectiveness, exponential revenue development , and strategic optionality.
GoalsD t i d l i i /b i t i i i l ti
Founded in 2002 by Garry Meier to apply the wealth creation methodologies developed by him and hi i t th • Determine underlying issues/barriers to maximizing valuation
• Develop and implement performance enhancement plans and programs • Focus on near term earnings and EBITDA• To Develop long-term scalable operating infrastructure• Positioning the company for maximum value realization
his associates over the past three decades.
Ephor’s methodologies have been implemented
Analysis and Assessment Performance Management Project Plana. Strategic clarityb. Tactical clarityc. Financial clarity
a. Strategyb. Operations
C i li
in dozens of fast-growth companies.
Ephor Group’s seasoned team is comprised of y
d. Operational efficiencyc. Constituency alignment d. Management effectiveness
Outcomes• Fill resource/skill gaps (capital, talent, systems) with functional
pfunctional experts and proven operating executives with more than a 100 years of transforming small businesses into platform / g p ( p , , y )
expertise, and advisory supervision• Dual improvement: Strategic Effectiveness& Operational Improvement • Ensures operational performance achieves top quartile performance• Balanced portfolio of revenues, service offerings, industries served, and
customer concentrations
businesses into platform and growth leaders.
The “Yellow Brick Path”
Board Management
a) Governance Processesb) Operational Efficiency) St t i Cl it
Strategic Capabilities
Management Science c) Strategic Clarityd) Strategic Alternatives
a) Portfoliob) Distributionc) A “Perform” Workforce
a) Operational Budgeting and Reporting
a) KPI driven Growthb) Corporate Investor Documentation
Management Science
Outcomes created: Leadership DevelopmentC it l Effi i t R M d l
Outcomes created: Increase near term earningsPosition the company to attract an array of strategic options for value
c) A Perform Workforcec) Growth Capital & Financial Engineering
Capital Efficient Revenue ModelBusiness Model Outperforms the Competition
Position the company to attract an array of strategic options for value realization (“Strategic Optionality”)Predictable Cash ManagementProactive Client Management ensures budget accuracy and greater per client profitability Top quartile growth created through market differentiation at service levelAlternative Distribution creates opportunities to test new pricing, products,
© 2014 Ephor Group ®All Rights Reserved.| www.ephorgroup.com
pp p g, p ,marketsAlternative Distribution creates strategic alliance and M&A opportunitiesBalanced portfolio of revenues: service offerings, industries served and customer concentrations
$4,000
Q: What Are Your Growth Options? A: The Three Wedges of Growth.
$3,000
$ ,
New Capabilities via new brands, alliances,
Double in five years Cost of $1.00 of Revenues Varies by Channel:
$2,000
$ ,
Better Portfolio:
, ,geographies, M&A
4% 10%
10% - 29%
30%+%
Revenue Waterfall Management = Greater Profits:
$1,000
$ ,
Better Execution: Same solutions to same clients and
additional products, new clients, or both:
growth through increased venues
4% - 10%
$0
$ , same clients and growth through
volume and price increases > Lower cost of client acquisition and
greater profitability by client coupled with predictable sales forecasting. $
2010 2011 2012 2013 2014 2015
Status Quo Expansion Acquisition
> How does your cost of client acquisition compare to competitors?
Email [email protected] for a complimentary report for your industry sector.
Clients By Sector 2006 to 2012• Business Process Outsourcing (BPO) Healthcare Business Services (HBS)Business Process Outsourcing (BPO)
Latin American Card Services (2003-Current) Bradshaw Group (2011-Current) US DataWorks (2012 – Current) Perquest (2007-2010) Alsbridge (2009-2010)
Healthcare Business Services (HBS) GeBBS (2012 – Current) HRAdvance (2008-2010) Healthcare Coding Resources (2007-2008) ADPI (2003-2008) Certus (2002-2007)Alsbridge (2009 2010)
myCFOnetwork (2009 – 2010)
Human Resource Outsourcing (HRO) Sentric (2011-Current) Achilles Group (2007-Current)
( )
Marketing Services (MSO) Canidium (2011-Current) JDM Marketing (2007-Current) HRMarketer (2007-Current)p ( )
Workstream Inc (2007-2011) HR Advance (2008-2010) TalentTree (2005-2008) SmartTime (2003-2008)
HRMarketer (2007 Current) JPG (2006-2010) SalesNet (2005-2008)
IT Outsourcing (ITO) Institutional Funds
Glencoe Capital (2011-Current) Austin Ventures (2008-2010) CCGVP (2008-2010) Baird Capital Partners (2005-2009) Great Hill Partners (2008-2009)
IT Outsourcing (ITO) Extreme Technologies (2009-Current) Serenity Systems (2008-2011) BluWare (2010-2011) Broadleaf (2010)
Great Hill Partners (2008 2009) CapStreet Group (2002-2008)
© 2012 Ephor Group | www.ephorgroup.com
We prove both Strategy and daily Tactical Execution
Strategy Revenue Management Plan (integrated
Sales, Business Development, Distribution, and Marketing)
Tactics Portfolio Expansion
Expansion of Distribution Channels
Product Marketing Development and Management
Marketing Plan & Marketing Budget
Web Lead Generation
Referral Community
Market, Competitor, Distribution, and M&A primary market research Intelligence services
ThoughtLeadership Promotion
Assets: Videos, Case Studies, Webinars, EvenStrategies, etc..
Sales Unit Economics including cost per sell, marketing cost per lead, sales team management, sales compensation structures, etc.
Marketing Campaigns
Sales business development campaigns
*Ephor Group will help you refine your strategy, develop the assets/processes/function, and train and insource the appropriate team.
© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056
Management Science ReportingIntroduction
© 2012 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056
Management Science reporting provides the routine visibility executives need to lead daily performance, attract capital, and outperform the competition. By synching operations and management; cash collection and revenue growth achieves resource efficiency improvement.”
Legacy Thinking Revenue Strategy for 2012 Outcome of New Revenue Management Practice
“Feet-on-the-Street” Direct Sales Multi-tiered Distribution Lower Cost of Client Acquisition
Outbound Marketing Community Marketing Lower Cost of Sales Pipeline Creation
Lead Generation Portfolio Management Referral based opportunity introductions Lead Generation Portfolio Management Referral based opportunity introductions.
Outbound Telemarketing Market Research Intelligence integrated into ongoing routines.
M k t t E t i SMB M k Ni h V i l S i li ti I d M i
Effective B2B growth strategies require capital efficient programs to reach qualified buyers
Market to Enterprises or SMBs Market to Niche Verticals Specialization = Improved Margins.
32
qualified buyers. “Feet on the street” models are legacy thinking. Multiple lead sources are required to be capital efficient. Multi-tiered distribution is key. Referrals from partners, alliances, and communities will generate the majority of
new clients.
Cost of $1.00 of Revenues Varies by Channel:
Revenue Waterfall Management = Greater Profits:
> Lower cost of client acquisition and greater profitability by client coupled with predictable sales forecasting and budgeting because of proactive management. proactive management.
> How does your cost of client acquisition compare to competitors? Email us at Ephor for a complimentary report for your industry sector.
“I 2013 d b d lth ill b t d f “In 2013 and beyond, wealth will be created for revenue models that outperform the competition, that are the most economically p , yefficient, and promote and excel at customers for life.”
Gro thStep™ Case St dGrowthStep™ Case Study HR Staffing & Payroll Services
© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™
A Consolidation Platform in the Outsourced Workforce Management Market
Revenue Multiple 2.5 x 3.0 x 3 .5 x 4 .0 x 4.5 x 5.0 xRevenue 2016 $63,842,663 $63,842,663 $63,842,663 $63,842,663 $63,842,663 $63,842,663
Enterprise Value $161,717,581 $193,789,114 $225,860,648 $257,932,181 $290,003,714 $322,075,247
Investment ReturnsMarket Landscape
Net Debt ($4,171,353) ($4,171,353) ($4,171,353) ($4,171,353) ($4,171,353) ($4,171,353)Total Value $165,888,934 $197,960,467 $230,032,001 $262,103,534 $294,175,067 $326,246,600
Sponsor Ownership 76.4% 76.4% 76.4% 76.4% 76.4% 76.4%
Preferred Return $39,176,138 $39,176,138 $39,176,138 $39,176,138 $39,176,138 $39,176,138Total Payout $130,629,431 $155,119,478 $179,609,524 $204,099,571 $228,589,617 $253,079,664
IRR 36.1% 40.8% 45.0% 48.8% 52.2% 55.3%
Multiple of Money 4.7 x 5.5 x 6 .4 x 7 .3 x 8.2 x 9.0 x
Holder Cost Basis $ Invested Ownership % Sources UsesMgmt/Common 1.0 x – 10.1% Sponsor $20,557,956 Seller Liquidity $18,677,268Ephor/Founders 1.0 x $1,962,801 13.5% Mgmt $1,962,801 Mgmt Rollover $1,962,801Financial Sponsor 1.0 x $20,557,956 76.4% Debt – Working Capital $750,000
Fees $1,130,688Total $22,520,757 100% Total $22,520,757 Total $22,520,757
Capitalization Table Sources / Uses
Notes:* 2012 acquisition funded with additional sponsor equity of $7.4M raising total new investor equity to ~$27.8M.* Additional acquisitions funded with cash flow + access to revolver with max cap of $5.0M @ 5.5%.
$
Acquisition Pipeline
Location $LTM Status/Merits of Purchase
Long Island, NY 5.8m Near LOI Stage: Transformational Asset: ↑ WFM Capabilities
Solon, OH 2.6m Near LOI Stage: Focus on Franchise & Hospitality
Walnut CA 1.9m Solid Relationship: High Potential after Funding
Trenton, NJ 3.2m Solid Relationship: Transformational Asset: ↑ WFM Capabilities
Orange County, CA 2.0m Potential Succession Seller in 2012-2013 Winston-Salem, NC 3.4m Potential Succession Seller in 2012-2013Louisville, KY 3.5m Potential Retirement Seller in 2013-2014Salt Lake City, UT 4.6m Divestiture of Software Company Orphan
$27.0m Total in Millions
Geographic ExpansionCreating a geographic footprint through the acquisition of a “select group” of regional payroll services. Rigorous evaluation process for identifying attractive and “transactable” acquisitions. Based on identified, essential Weighted criteria (0-100%) adjusts for the most important factors
PCS
New Location / Acquisition Checklist and Criteria Weighting
1) Licensee 20%
2) Customers fully converted 10%
3) Attractiveness of MSA 15%
Pittsburgh, PA Long Island, NY
T t NJ
4) Quality of revenue / fit with SME strategy 20%
5) Willing Seller / realistic price expectations 20%
6) Day to day operator remains with Scienta 5%
7) High quality customer service / low attrition rates 10%
CPS
SPS
Sandy, UT
Louisville, KY
Wi t S l NC
Trenton, NJSolon, OH
Walnut Creek, CA
Map Key
Winston-Salem, NC
Orange County. CA
Map Key
Existing Regional Offices
$2 - $6 M Rev. Opportunities
Sub $2M Rev. Opportunities
Gro thStep™ Case St d Soft areGrowthStep™ Case Study Software
© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™
GrowthStep℠ SaaS Case StudySituation Audit: Perquest’s mission was to provide the first and exclusive software-as-a-service (SaaS) HRO services to small and large q p ( ) gbusinesses via a single technology platform.
Ephor Process, Approach, and Sequence of Events:I. Opportunity & Outcomes >> The attractive investment returns in the payroll business are generated by acquiring
annuity streams of recurring revenue at a low cost, and reselling the revenue at exit at higher multiples.
II. Creating a Seller >> Ephor identified an opportunity in the market: the legacy payroll providers have been unsuccessful in providing clients with a combination of state-of-the-art technology, coupled with business centric services, premier end-user friendliness and superior customer service and support.
III. The “Yellow Brick Road” >> Ephor conducted the research, presentation, and negotiations and signed up numerous qualified acquisition targets And then facilitated the integration efforts and ensured integration numerous qualified acquisition targets. And then facilitated the integration efforts and ensured integration milestones were on-track and effectively managed.
Results: I. Within 30 days a short-list of targets was researched and handicapped, and the corresponding Playbooks,
Financial Acquisition Model, and Integration Plan was created. II Six (6) acquisition targets were identified and signed Letter of Intent within 180 days II. Six (6) acquisition targets were identified and signed Letter-of-Intent within 180 days.
GrowthStep Summary
GrowthStep Valuation MethodologyIndustry Comparables: Cost of $1.00 of Revenues
Acquisition Modeling
GrowthStep Process
Perquest Yellow Brick Road it’s as Simple as 1 2 3: Segment
Segment B
Segment A
Perquest Yellow Brick Road, it s as Simple as 1, 2, 3:
1. Step One: Step Project MAPPING
2. Step Two: Creating a Seller Process
> Develop Targeted Acquisition Pipeline (Size and Scope Each Potential)
a. Handicap All Potential M&A Potentials & Compare Potentials to Strategy
> Implement Acquisition Outreach Program
Segment C
Segment B
Segment A
3. Step Three: Due Diligence and Integration:
Mapping the Highest Probability Targets:
Outreach Programa. Create Sellers b. Confirmatory Due Diligencec. “Yellow Brick Road” Intro Presentation d. “Happy Ending” & Constituency
Alignment Discussion
> “Yellow Brick Road Playbook”a. Precise Valuation Modelb Integration Plans
Segment C
COMPANY CLUSTER Revenues AVERAGE WSE
NBR OF CUSTOMERS
ANNUAL W-2S
NO CAL TOTAL $ 10,450,000 55 655 61000SO CAL TOTAL $ 10,300,000 52 662 233333FLORIDA TOTAL $ 1,100,000 51 295 naMIDWEST TOTAL $ 32,040,000 89 1686 93200MINNESOTA TOTAL $ 5,000,000 73 467 51667
Acquisition Integration Timeline:
b. Integration Plansc. Due Diligence d. Closing Documents
> TransactionsSegment
C
AB
N DAKOTA TOTAL $ 1,000,000 30 640 984000NJ NY TOTAL $ 12,100,000 187 540 55833PENN TOTAL $ 28,200,000 73 1104 1209500TX OK TOTAL $ 31,600,000 47 1317 201250DESERT TOTAL $ 9,280,000 53 588 65500VAC TOTAL $ 9,400,000 38 1135 128750
QualifiedInvestment
Getting StartedGetting Started
E h @E h [email protected]
© 2011 Ephor Group | 1 (800) 379-9330 | www.ephorgroup.com | 5353 W Alabama Suite 300 | Houston, TX 77056FlightPlan | GrowthSTEP™ | Management Science | BoardWalk™
Getting Started: Constituency Alignment Work Session HOW WE WORKWe understand that each business has a unique set of requirements, objectives and challenges. First we listen and map the current operating reality
At Ephor Group, we start every engagement with a work session we call: “Constituency we listen and map the current operating reality
against the desired future state. We then create constituency alignment with all those that need to be involved internally and externally and create the roadmap to for a better performing workforce. Working collaboratively with our clients we create lasting relationships that generate measurable,
yAlignment.”
During this session, we get to know each other while we discuss industry comparables,
Workshop Discussion Items:Growth Options.
Wh t th i ti f di f ?
g p g ,sustainable results. Our approach is based on the fundamental belief that strategy and implementation go hand-in-hand.
y p ,options for growth and wealth creation, as well as how to enhance operations, tactics, and strategies. Every work sessions answers key questions to growth, addresses gaps, and
What are the economic tiers for spending for my company? What is the best capital option for growth? What are the strategies for expansion? What alliances and key
accounts require penetration? How do we connect the dots between wealth goals, strategy, and
day-to-day execution?
q g , g p ,results in a Wealth Creation Gap Analysis & Action Plan Findings Report.
y yStar Performer Checklist
How do we build a “Fan Community”? How do we boost referrals 3X and leads 10X without increasing
CAC (client acquisition costs)? What are the tactics to grow the ecosystem (revenue waterfall,
Why Ephor Group: Our holistic approach ties strategy, tactics, and operations to the wealth plan. Execution risk is mitigated by our methodologies client NLTV)?
Wealth Creation Plan DocumentationTARGETING Exercise
Revenue Waterfall Client Lifecycle Plan
Execution risk is mitigated by our methodologies. We serve as your fundless sponsor on “steroids” to create a institutionally fundable business so that capital and resource constraints are never a barrier.
Phased Approach: Follow your “Yellow Brick Road”1 STRATEGY
PHASE 2 Go-To-Market 3 GrowthSTEPSM
(Growth Venues & Alternative Distribution)4 THE YELLOW
BRICK ROADSM
Initiates with a detailed Revenue Growth Plan. Financial, Strategic Product/Service Positioning, Operational Measurement and Metric Benchmarks are Prescribed.
Brand & Solutions Strategy
Brand Penetration
Routes to Market & Portfolio Client Lifecycle Management Solutions approach.
New Markets / New Products
Geographic Expansion
Channel Strategies
Branded leader known for productized recurring solutions.
Engaged community & community leader.Brand & Solutions Strategy
Productization of Services into solutions and corresponding messaging.
Asset DevelopmentA “Community” of Targets is Created, Profiled, and Prioritized and all growth assets developed.
Client Acquisition Process connected to Client Lifecycle Management & Raving Fan Client Satisfaction Process.
Revenue Campaigns
Alternative Distribution
Corporate Development M&ARevenue processes on autopilot.
assets de e oped
Revenue Waterfall Portfolio Effects to support
Phase I Outcomes include:1. Revenue Strategy.
2 R P d Revenue Waterfall Portfolio Effects to support your GrowthSTEP
Wealth strategy alignment with budget and all constituencies.
2. Revenue Processes and Programs including Opportunity generation, eMarketing, Demand Generation, Sales Support, PR, Communication, & Promotions.
Ephor Group Team SnapshotThe 2013 MarketEven in a slow growth economy, new emerging enterprises and market leaders will grow and prosper. And the
Revenue M&Aleaders will grow and prosper. And the market will continue to bifurcate into market leaders and laggards with none left in the middle.
Ephor Focus & Expertise:
Online Brand Strategy M&A Research Intelligence
Market Intelligence
Go-To-Market
M&A Sourcing
M&A Integration Ch A tGo To Market
Routes to Market
Change Agent
M&A Corporate Development
Email us for case studies for your industry sector @ Ephor[at]EphorGroup.com