eProcesses began during the peak of dot-com era, before that bubble burst! Our roots, however, are basic business consulting. Today, combine our knowledge of and comfort with technology and foundation of basic business to help start-up companies establish solid foundation. We also help established companies improve thought these business performance, are running valuable business today or planning profitable sale for future.
Your Roadmap for Success – Strategic Planning and Strategy Implementation
eProcesses’ approach to business planning begins with preparation of a business plan. We begin by reviewing any information you may already have assembled. We then do our own research in market and create detailed marketing and financial plans. For many clients, of ultimate document includes planning and management tools for aspects your new business – it truly becomes your operating manual. best replica breitling
In our observation, as many as 70% of companies have strategic plans fail or neglect to implement them. eProcesses Consulting helps organizations implement the strategic plan that a client has already paid for, or we can help you create one.
Performance Improvement Consulting
At eProcesses Consulting, financial performance improvement starts with operational performance improvement. Operational performance improvement begins with these accurate understanding of a client’s business processes, goals and objectives, historical performance, and gaps between history and plans of future. These four elements are four-lane highway on client’s roadmap for success. rolex replika
Business Plan Consulting and Entrepreneur Mentoring
eProcesses Consulting has a unique perspective on business plans. That perspective comes from years of experience in essentially every aspect of a typical business and experience in small, medium, large, and Fortune 500 companies.
In the first years of the 21st Century, entrepreneurs riding the dot-com wave began turning to eProcesses for help in selecting technology, pursuing startup funding, designing processes and management systems, and preparing strategic plans, business plans, marketing plans, operating plans, and financial projections. Between 2000 and 2010, eProcesses Consulting worked with more than two dozen startups, helping launch fifteen companies of which nine remained operational in mid-2011. Mentoring entrepreneurs remains a core practice area for eProcesses Consulting.
Technology Integration Consulting
Until the 1990s, operational and financial performance improvement often focused on productivity, efficiency, effectiveness, and quality through process improvement, work measurement, and enhanced management tools. The introduction of distributed computer hardware and software created opportunities and challenges for organizations. Often companies bought technology solutions the promise of meaningful return on investment.
Many companies received a wakeup call when they discovered that anticipated ROI failed to materialize. Starting in 1999, eProcesses Consulting began to help companies capture the anticipated ROI by documenting processes and human behaviors and integrating the new technology with organization’s work. That practice area continues today for eProcesses Consulting. fausse rolex
Geo-political Strategic Planning and Leadership Development
In 2006, the work of eProcesses Consulting began to expand to include regions and countries emerging from conflict. Applying principles learned in strategic change development and implementation since 1985, eProcesses now works with leaders in East Africa, North Africa, the Middle East, Asia, and Eastern Europe to help leaders identify and pursue their plans for the future of their countries and regions. eProcesses Consulting avoids sharing personal opinion or offering these leaders advice on how to proceed, opting instead to help these leaders define and pursue their own visions within their own countries, contexts, and political systems. Increasingly, the same tools and techniques that seem to apply following conflict in a geo-political setting also appear to be relevant in companies emerging from conflict environments like mergers, acquisitions, divestitures, and disruptive change in strategic direction.