Our firm specializes in regional economic rebound as well as corporate turnaround and with each domain there are aspects that have become boilerplate to our overall strategy though each project has its own customized tweaks that cater to diagnosing the issue and rather than numb the symptom we will get to the root of the challenges that stunt stability and success and formulate strategies that are based off of the strengths of an organization or proximity while resolving that which is absent with solutions based tactical concepts that rapidly rejuvenate and self-perpetuate ongoing growth and profitability. Below is a basic layout of the general ‘rule of thumb’ template that we apply to any organization within the corporate ‘publicly traded’ genre and from here we create a ‘solutions wrap’ that is customized to each individual public vehicle or organization.

Corporate strategy is an amalgamation of ambitious yet responsible creativity drawing from academic calculation and tried and tested knowhow that is applicable to the industry and current environment in which the entity exists. For public companies longevity begins with the innovation, vision and alliances brought to the table by the CEO. Founders should rarely be considered as viable ‘C’ level candidates as a professional executive with extensive ‘in the trenches’ pedigree, battle wounds and emotional callouses are a necessity to absorb the swings of the public market place. Tactful response to the drama and negativity that will almost certainly interrupt steady progress is a must and a calm demeanor with a crisis management strategy ready for instant implementation will demonstrate to shareholders that a solid command is at the helm of the company to minimize stock dump or overly emotional liquidation based off of hype rather than fact.

Public companies will function within the business model of their particular industry category but this will only, at best, temporarily stabilize the structure while the realities of global economic uncertainty will hold its globalization, scalability and market share hostage to mediocrity. The existence of a corporation under the delusional philosophy that a company can prosper via net revenues generated by the fickle nature of in-house sales alone will quickly be stamped out by a strategically managed competing entity poised for optimal globalization and diversified profit centers that are not exclusive to one singular target market or geography.

(Note: With public mergers or shell mergers, asset injection in the form of outside equities and hard assets minus encumbered hindrances must be within the initial 6 to 12 month window initiated at the onset of the takeover. If you are the new majority equity holder in a public entity with the goal of turning the organization around a ‘dividend’ strategy will assist in pre-merger investor retention and support.)

Organic growth is no longer a reality for microcap or international commerce figureheads as growth through acquisition and subsidiary merger is the surest way to appropriately expand a company with properly implemented diversification as a protectorate against major industry dips or competitor roll up making a global giant out of a collection of similar corporate concept organizations beneath the umbrella of one unified super-corporation that will ensure the demise of any unprepared entity.

A publicly traded company, for stock price and volume volatility control, outside of the obvious focus on product/services/brand development, should by default automatically evolve as a holdings company within its particular industry subsector and stand out as a corporation that is on the bleeding edge of development with special attention to promoting unity within their industry beneath the beacon of their leadership. A merger/incubation program for solid, profitable yet management lacking organizations is a minimal prerequisite for a public company with the goal of transparency and longevity. A strategy of this nature can easily expand into an automatic investor dividend solution using a spinout model.

The basic ‘rule of thumb’ formula for a public company will start with the basics below:
- Solid leadership (C level, board, advisory, legal, third party accounting oversight for spot audit and accounting principles etc.)
- Multipronged crisis management and publicity strategies for proper information distribution
- Investor relations both in-house and outside consultancy for proper investor communication and reputation management from the company to the marketplace
- Business broker relationships for M and A identification, negotiation assistance and legwork (industry standard commissions will typically minimize salary overhead)
- Strategic alliances to help shoulder the burden of cost associated with expedited expansion
- Scalability templates and processes should be customized to achieve new market entry at a more rapid while simultaneously streamlined manner
- At the forefront of the corporate leader’s mind one must respect the day trader and long-term investment buyer as this is the individual that will make your growth and vision a reality, therefore at the end of the day quarterly and annual reports must be handled with the utmost integrity and white gloves as the unforgiving mob mentality of shareholders will lose patience with a management team that takes their support for granted “the shareholder is king”.

Attention New CEO: “There will always be the continuously negative and the bias naysayer but a true corporate leader will see the value in this and take the opportunity to create an environment that contributes to the comfort ability of niche buyers that assist in overall daily trade volume and stock price rebound. Shareholders will love you, they will hate you, they will blame you, praise you and when you get positive press they will most likely say you wrote it yourself or the information is tainted but a business model seasoned with the above will enable haters to vent while the stock price grows and strengthens. Don’t fall for the emotionally draining ups and downs of public opinion. Do your job. Keep your nose to the grindstone, manage your strategy, make use of proper counsel and communicate via transparency with shareholders and in combination with the starting point strategy above growth will be an automatic byproduct of your business model.”

Executive Death Agreement: Executing Inhibitors What Cripple Organizations

One of the most critical realities that a CEO of a public organization must face is the process of and decision to die; death not in a physical sense, rather a snuffing out of the ego. Ego driven entities always fail and those who lead organizations under the false pretense of arrogance soon find out that this arrogance is nothing more than a temporary ‘fix’ to filling an emotional void within themselves with rapidly evaporating gravel. Emotionally led people lack stability due to the swings generated by the primal brain, a reactionary pleasure seeking portion of the mind offering the fight or flight, animalistic yet un-evolved action center.

One who leads with the ego distracts those he manages through the blindness of the emotions. Staring through a decision making lens corroded with the decay and grime of ongoing emotional inhibitors disallows the visual clarity that comes with a more evolved analytical perspective that ‘responds’ rather than ‘reacts’. A ‘response’ takes into consideration timing, tact, concept evolution, perception and has, at all times an eye towards the future. A ‘reactionary’ expression is fueled by all areas of the un-evolved ego: pride, insecurity, pure emotion, fight or flight and other regrettable and consistently damning actions no longer relevant yet still genetically present today from prehistoric man.

With the evolution and intellectual development of man comes the development of the analytical skills that allow one to dissect information and critique various responses before an idea can crash through the minds recently evolved critical faculty and plunge into the reactionary, animalistic primal brain which will spew forth an ocean of emotion driven reactions with universally negative outcomes.

Decision making via calculated and analytical processes minus the emotional cancer causing agents that cloud and stunt a corporation’s longevity and prosperity will attract strategic alliances, create comfort zones for much needed investors and streamline expansion strategies due to tactical templates designed by a C level executive that can think objectively without the collateral damage stemming from emotional reaction.

Crisis management response

Nothing is more important to entity stabilization, globalization and investor confidence than the reputation of the corporation. Reputation drives the collective progression of the above as this is the corporate divine trinity that will make or break the efforts of those seeking domination within their industry niche.

There are two kinds of response to crisis management when the character of a company becomes the target of defamation: direct and indirect. The direct is the ‘face’ response issued to the media, press releases, blog posts, twitter and other social media venues and so on. The response must be calm and controlled without finger pointing or victim mentality response. The indirect response goes much deeper and will seek out the root defamer and issue a different kind of response.
Intelligence gathering must be both active and automated by in house and outsourced initiatives.

The process of an indirect response is issued via third party sources which carries more of a psychological element that will collapse defaming organizations from within as this is a well-balanced, calculated, tactical while strategic issuance of consequence and warning.

The process begins with the paralyzation of targeted senses: visual, touch and hearing. The first is to enter an organization and corrupt from within. This is done beneath the radar of site. The first lesson taught to women in self-defense situations that center around rape is to off-balance the opposition by eliminating the sense of site. In a self-defense situation this is done by placing both hands on opposite sides of the attackers face and pressing the thumbs into the eye sockets of the perpetrator, when enough pressure is applied the eyeballs pop. This is applied in a corporate situation with a series of management distractions while other sources enter the organization. For example: you find out that the CEO of the company that is spreading rumors about you has a pesky cocaine habit and he’s stealing money from the company’s coffers to feed this addiction. The first thing would be to engage bloggers and start the rumor mill. When management is scurrying to respond the next step would be to research and initiate contact with the CFO, COO and the sales manager and sales force. Initiate rapport and then make an aggressive recruiting effort to pick the cream of the crop from the company. Losing the C level management will damage their stock price if publicized properly, the rumor that C level management could be leaving will distract the corporation even more making entry into the organization that much easier and once you’ve begun to inject poison into the sales force the house of cards will begin to collapse and you simply step back and let it happen.

The sales force is an important target because sales are the lifeblood to an organization. Take away sales and you take away the capital position of a competitor. Another important detail that comes with a sales force is the globalization potential done via strategic alliances (another good target if you can’t get to the sales force), diminishing alliances and distribution channels is another crippling process that needs to be the next step in responding to the initiator of defamation.

Next, the sense of touch will be easy to take away once site is depleted. The process is a matter of putting present and future opportunities for stabilization and expansion out of reach for the entity targeting you. taking away confidence in their capabilities by planning the seeds of cancer in the minds of the distributors and alliances pertinent to their growth is the best tactics. Once confidence is lost, move in and take over the alliances for your own expansion.
Hearing is the final sensory mechanism to engage in an opponent that has taken it upon themselves to target your reputation. By completing the first two actions they will, by default, no longer be in the ‘know’. Tidbits of information that are crucial to market preparation and market lowdown will no longer be available to them once trust is lost. When a company loses its position as an insider, it’s just another corporation in the rat race trying to make it and fight for distribution and investor confidence. The organization will fall into the ‘last to know’ position by default of affective application of the above tactics.

No one asks to be the center of controversy or to be the target of defamation. Having a response on deck will enable your company to engage the individual/company head on with a strategy that will work to recoup your reputation while sending a message to the other vultures waiting to take you out of your position.

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