The companies we serve best tend to have several things in common. For example, they are selling more complex and custom services and products to other businesses. They compete and win on the basis of their superior service, and their closeness and intimacy with their customers. Or they wish they could.
Very often, the business has had a strong record of growth — driven by the early "friends and family" of the owners. Or it may have been driven by the passions and salesmanship of a previous generation that has now handed the reins to the next.
Often, that strong growth history has withered of late — or it looks like it's about to. More than likely, the executive team has attempted to go down several paths to spur growth — each to unsatisfying result.
Or management may be implementing a new growth plan now — perhaps, launching a new and promising product that will test the sales team's adaptability. But they find themselves at the same time wondering how the sales team will stay the course on delivering already too frail sales volumes from its existing product set.
Or management has tired of its too poor return on its technology, sales, marketing, or recruiting investment. Likely, management has tried and failed many times to make those investments pay. Perhaps management has decided to focus its limited resources and attention on the business, and not on the daily infrastructural concerns around technology, recruiting, or sales and marketing that can be easily outsourced to organizations more capable and committed to doing that work well.
In the best cases, the company is simply trying to "get ahead" — to move on to the next level while it's still strong, able, and financially flexible.
In each of these situations, Lazorpoint has successfully helped myriad companies to grow.
