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Real
Results
Case
Study 4:
Often business owners see a single problem where a multitude of
problems actually exists. Then our solution is not providing what
the client may ask for, but discovering what the client actually
needs. This case is a brief example of just such a situation and
what Goldberg did about it.
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The Company
A well established
manufacturing company where the owners wanted to cash out within
a year to eighteen months.
The Problem
Goldberg was ostensibly engaged to assist the owners in maximizing
the value of the business for a planned sale. However, problems
began at the top and went throughout the company. The two owners
were in constant conflict, affecting the morale of employees and
the sales and profits of the company. The company's largest customer,
representing approximately 40% of total sales, was demanding potentially
ruinous concessions on an already negotiated contract. A larger
competitor (who was also a critical supplier) announced a substantial
reduction in the retail price of their branded product, forcing
our client company to lower its price. The bank, seeing substantially
lower sales and developing losses, had begun to question the desirability
of the company's loans, personally guaranteed by the owners. The
owners considered simply closing the doors to avoid increased
exposure because of the guarantees.
The Solution
Goldberg worked with management to reorganize the business and
mediated the differences between the owners. A performance-based
compensation plan was installed to improve morale and productivity.
Goldberg advised against making the concessions demanded by the
customer. After getting confirming legal opinion Goldberg advised
that the competitor/supplier's actions constituted predatory pricing,
and Goldberg's President, William Goldberg, served as an expert
witness in the ensuing litigation.
The Result
The company, even with the loss of the largest customer, was put
on a profitable basis. Goldberg's testimony in the case was instrumental
in securing a cash settlement that exceeded the total annual sales
of the company. Goldberg convinced the owners to try to sell rather
than simply close the doors. Within 60 days, despite the problems
uncovered after the engagement began, Goldberg sold the company
for more than $1.5 million, far exceeding the owners' expectations.
Next
Case Study >>
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Case
Study 1:
Converted
98 year-old job shop to production line, Iincreasing sales
20% and profits 40%. see story
Case
Study 2:
Financing
wasn't the answer. Cut breakeven point 40%; turned loss of
5% of sales into profit of 10%. see
story
Case
Study 3:
Exposed
a takeover disguised as a loan. Then, cut expenses 30% and
increased profits 50%. No loan required.
see story
Case
Study 4:
The
real problem was different than management thought. We solved
supplier and customer crises and sold a "worthless"
company for $1.5 million. see story
Case
Study 5:
Solved
creditor problems; developed accurate cash planning and product
costing; avoided expensive financing. see
story
Case
Study 6:
9/11
cut revenues and profits precipitously. We uncovered serious
training and marketing problems; fixed the problems and achieved
a turnaround in spite of them. see
story
Case
Study 7:
Combined
two competing losers into a much larger and instantly profitable
winner. see story
Case
Study 8:
First,
we found out what the market was looking for, then we told them we had
it. Then we got 2000 inquiries, and the easiest sales ever. see
story
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