Our roots and core strengths are in retail business consulting. We relentlessly focus on helping our retail clients develop strategies which achieve excellence in store locations, store environments, product offerings and visual merchandising. Retail marketing, store operations, and back office support. These are the elements which create the consumer’s retail experience and determine success or failure. Our consulting services are based on the following pillars:
Business consulting in its purest sense is the ability to magnetize a business owner, entrepreneur, professional, mature or startup business to areas of critical performance based on meaningful, experienced, and documented understanding of the issue. Those critical areas can be marketing strategy, competitive advantage, business model, any of the 9 drivers that I talk about, leverage, etc. It’s not a theoretical process and it’s not only understanding the macro problem but also the nuances.
An enormous amount of consulting is theoretical and done by wonderfully-intended and knowledgeable people, but their empirical understanding of the complexities of the situation is limited, particularly regarding things that have many moving parts and multiple impact points.
Business consulting is about being able to look at a problem and opportunity in a non-static way and see it dynamically. It is to analyze in an integrative way; to understand how the problem or the opportunity, the challenge or the issue, interrelates with other factors and to be able to, from experience, council, advise, and direct the business owner to take better actions and make better decisions that will produce a greater outcome for the time and effort.
What Does a Business Consultant Do?
A business consultant, first of all, has to have the ability to understand function over form and cause over effect, because the consultant is going to either be brought in for a specific or a macro problem. A specific problem can be, “My website’s not getting any traffic.” The macro problem can be, “Were not getting enough sales,” or, “We’re getting beat in the market.” And you’ve got to be able to be causation-focused. You have to first look at the effect, but then determine what is really causing it. And then you’ve got to be able to deal not with form – “Oh, you just need better marketing” – but you have got to be able to understand function.