Transforming businesses from obstacles to prosperity!

Thank you for taking the time to investigate what we have to offer. We created this service to assist you in making your company the very best. We differentiate ourselves from what others define as a consultant. The main difference between consulting versus counseling is preeminent in our mind.

A consultant is one that is employed or involved in giving professional advice to the public or to those practicing a profession. It is customary to offer a specific offering without regard to other parameters that may affect the ultimate outcome.

A counselor is one that is employed or involved in giving professional guidance in resolving conflicts and problems with the ultimate goal of affecting the net outcome of the whole business.

We believe this distinction is critical when you need assistance to improve the performance of your business. We have over thirty years of managing, operating, owning, and counseling experience. It is our desire to transform businesses from obstacles to prosperity.

I would request that you contact me and see what BMCS can do for you, just e-mail me at (cut and paste e-mail or web-site) stevehomola@gmail.com or visit my web-site http://businessmanagementcouselingservices.yolasite.com

Mission Statement

Mission, Vision, Founding Principle

Mission: To transform businesses from obstacles to prosperity

Vision: To be an instrument of success

Founding Principle: "Money will not make you happy, and happy will not make you money "
Groucho Marx

Core Values

STEWARDSHIP: We value the investments of all who contribute and ensure good use of their resources to achieve meaningful results.

HEALTHY RELATIONSHIPS: Healthy relationships with friends, colleagues, family and God create safe, secure and thriving communities.

ENTREPRENEURSHIP: Learning is enhanced when we are open to opportunities that stretch our thinking and seek innovation.

RESPECT: We value and appreciate the contributions of all people and treat others with integrity.

OUTCOMES: We are accountable for excellence in our performance and measure our progress.

Monday, April 26, 2010

Mergers and Acquisitions- The Keys to Future Growth

According to a new study from Deloitte, many companies are projecting to yield growth in the next few years through merger and acquisition activity. Corporate Development 2010: Refining the M&A Playbook summarized that just over half (52 percent) of executives who participated in the Deloitte study said they feel mergers and acquisitions will produce a revenue increase of five percent or greater over the next two to five years.

The report also revealed the importance of corporate development teams to help organizations achieve their goals. Seventy percent of the responding executives said such teams would help lead their organization's future growth.

The majority of survey respondents (84 percent) noted M&A strategy and target identification as primary responsibilities of corporate development teams. Other top responsibilities were also related to M&A activity, such as valuation and analytics (83 percent), leading negotiations (79 percent) and deal pipeline management (76 percent). Corporate development teams are also beginning to oversee areas such as environmental sustainability and corporate social responsibility, the report notes.

Interest in spearheading organizations' corporate development — and having a direct impact on driving organizational growth — is showing a healthy increase among executives, results of the survey also reveal. Nearly half of the survey's respondents said they would consider corporate development as a career move. One-fifth said they would like to make such a transition in the future.

Monday, April 19, 2010

Investing versus Gambling-Wall Street and Goldman Sachs


In Wall Street trading, if a trader makes one dollar, it is only because some other poor bloke loses exactly and precisely one dollar.  It is a zero-sum game.
Who then is the optimal trading partner in this zero-sum game?  He has three characteristics. First, he should be particularly clueless.  Conveniently for traders, cluelessness is contextual: A partner can be smart about traditional products but clueless about a crazy new one that you create. Second, he should be deep-pocketed—that is, able to lose lots and lots of money because the amount of money that you cause him to lose defines the amount of money that you can make.  Third, he shouldn't take losses too seriously.


How could the latter be? Doesn't everybody take losing money seriously?  No, not really.  People generally take seriously the thought of losing their own money, but not so much losing other peoples' money.  So optimally the partner should be managing someone else's money—a so-called fiduciary institution, preferably a big pension fund.  And if we want to get particular, there is a further preference on this front.  The money manager hired by the fiduciary institution should be on a "2-and-20" compensation formula, which pays the manager 2 percent of assets under management regardless of how terribly he performs, plus 20 percent of the upside in case he does well.  This payoff structure encourages managers to swing for the fences with their clients' money rather than actually take care of it—i.e. hit a home run and you are mega-rich; strike out and you are merely very rich.
So it was pretty simple, the Goldman traders needed clueless, deep-pocketed fiduciary institutions managed by folks swinging for the fences on the other side of their trades in order for Goldman to make maximal money.
Goldman created a product, ABACUS, which was attractive to clueless, deep-pocketed fiduciary institutions that were managed by folks swinging for the fences and then merrily traded with those partners and made gobs of money. This is not rocket science.  It is tantalizingly simple.
Let me be clear: I think it is utterly disgusting and appalling if the allegations are proven.  But it is not even minimally surprising.
This kind of behavior will continue to march forward until the rules of the game are changed. Under the current ones, the folks who make the most money in America create zero value. These traders just shuffle existing value from one entity to another; they don't build net value. Yet our society rewards them most; more than we reward builders of value.
And these traders will continue to have their way with pension fund managers as long as we force millions of Americans to place their pension dollars with monopolist managers who like being fĂȘted and stroked by hedge-fund managers more than they like being prudent for their pensioners. Remember for John Paulson's firm to make a reported $15 billion in trading profits, it needed clueless fiduciary agents to waste $15 billion of their clients' savings—and waste it they did. If we don't like monopolies in America, why do we allow so many pension funds to have the monopoly right to serve large employee groups, such as the public employees of entire states?
It may feel good to see the SEC spank Goldman Sachs, but to prevent this from happening again in a couple of years, more fundamental changes need to be made. First, we need to impose stiff taxes on short-term trading profits to shift the balance away from trading as the single most profitable activity in America. And second, every pensioner needs to be given a choice in who manages their pension because monopolists operate for their own benefit, not their 'clients'.
Investor beware! It is your money, your decision, your investment, and your financial security that is at stake. Take the time to look before you leap. Investigate your 401(k) portfolio options and those who manage them. Why spend so much time researching your next consumer product, yet allow someone (stranger no less) to handle your money?
Take these steps:
  • Research
  • Investigate
  • Decide
  • Invest
The vast majority of stocks today are by credible businesses have great value, even in this economy. However, there are those who make money on your earnings and losses. Don't leap on the next "great" idea without doing your homework.  If you are not willing to do your homework, then don't invest--in anything!


Friday, April 16, 2010

Small Businesses-Why They Fail

According to the latest statistics from the Small Business Association two thirds of small businesses survive two years, and only 44% survive at least four years. So that leaves us with more than half of all small businesses failing in the span of four years, ever wonder why? The major reason is simply poor communication with customers and lack of sales engagement and expertise in the product or services area. Brian Head, Economist with the SBA Office of Advocacy, noted that the latest statistics are a much more accurate assessment of new business success rates, and that "as a general rule of thumb, new employer businesses have a 50/50 chance of surviving for five years or more." I found this information at businessknowhow.com along with a their seven reasons for failure, which I don’t necessarily agree with.

The Seven Pitfalls of Business Failure

1. You start your business for the wrong reasons.

2. Poor Management

3. Insufficient Capital

4. Location, Location, Location

5. Lack of Planning

6. Over Expansion

7. No Website

During the course of my career I started, cofounded and/or joined seven businesses and I don’t agree that small business failure can be attributed to these seven pitfalls only. In my experience knowing, understanding and engaging with customers to understand their stated and unstated needs is the key ingredient for success. There is no question that if you don’t have the right location for your business, you don’t plan, you over expand and don’t have enough money you probably will fail and deserve to. Aren’t these all key management decisions? There are of course many people that have life style business aspirations and need to limit their businesses growth, and start businesses for all the wrong reasons. But today if you are not selling products over the Internet, my question is do you need a website? I would love your comments on this.

Engaging Customers

How many times have you walked into a small business and felt ignored? And how many times have you walked out of a small business without making a purchase because of this? I think this is one of the primary reasons why so many small business fail, lack of marketing and sales engagement by employees and small business owners. I also think that merchandizing (retail) of store windows and products within small business is another reason for failure. If the products and store doesn’t look inviting and products aren’t well presented in the signage then why should I go into the store? We are visually oriented beings and our journey begins with our eyes, although the nose can play an amazing role.



Net/Net

When I walk in your business (retail or other), don’t make me feel like a stranger, engage me even if I am a visitor to your town. Make me feel like I am welcome and you are not doing me a favor by talking to me. Small business owners need to carefully select employees with engaging personalities that will foster a business personality and environment that drives sales. In any business the customer experience or what modern marketers call “the brand experience” begins before you even enter the door, but in my mind it’s all about communication. All of this sounds like common sense, but it is the biggest challenge in business today. Communications and engagement are only the first step; the second and most valuable is expertise.

Wednesday, April 14, 2010

BMCS Offers First Business Proposal

Business Management Counseling Services has been requested to provide an RFP (Request for Proposal) to the General Electric Company at its Jet Engine Division located in Evandale, Ohio. This is the first business request for BMCS, since it's launch date on April 5th, 2010.

The proposal requires distribution efficiencies in business units for Evandale, Ohio and Ontario, California. Six Sigma standards shall prevail with improvements in Contribution Margin performance.

Details of the proposal are private. BMCS will be competing with two other firms located in the United States. Deadline for the RFP is midnight May 23rd, 2010.

Monday, April 12, 2010

The recession still continues

A committee of economists, charged with determining the beginnings and ends of recessions, confirmed today that it cannot yet declare an end to the recession that began in December 2007.

“Although most indicators have turned up, the committee decided that the determination of the trough date on the basis of current data would be premature,” the group at the National Bureau of Economic Research said in a statement. Such an acknowledgment is rare in the history of setting dates to business cycles and could affect the behavior of investors and consumers.

Despite a recent uptick in employment and income, the decision of the committee at a meeting last week — details of which were finalized over the weekend — reflects a lingering worry that the economy could turn downward again in a so-called double-dip recession.

Several economists on the committee, which has seven active members, said they considered such a turn to be unlikely. But, they said, the duration and severity of the contraction have made it hard to determine with authority that a recovery has begun.

“Many indicators are quite preliminary at this time and will be revised in coming months,” the committee statement said. A number of private economists have said they believed the recession ended in June or July last year.

The gross domestic product, the broadest measure of economic activity, officially began rising in the second half of 2009, suggesting that a recovery might have quietly started. But the committee takes other factors into consideration, like employment trends and consumer confidence.

Ben S. Bernanke, the Federal Reserve chairman, and Christina D. Romer, the chairwoman of the White House Council of Economic Advisers, are former members of the committee, and its position could potentially affect their outlook on monetary and fiscal policy.

The two previous recessions, in 1990-91 and in 2001, each lasted eight months and were mild enough that the committee felt confident in pronouncing them over in a year or less. As it was, the current recession was 11 months old before the committee announced its start date.

Now, the committee says that the timing of an upward turn has been harder to discern than in the past. Moreover, the government has revised several statistics after they were initially released, making it more difficult to say when the economy hit bottom.

“Hypothetically, if there were a new sharp downturn that came along tomorrow, would it count as a new recession or part of the same recession?” asked Jeffrey A. Frankel, a member of the panel, officially known as the Business Cycle Dating Committee. “In the latter case, we would have made a mistake by calling the trough last year and saying the recession was over.”

In interviews before Monday’s announcement, several committee members carefully chose their words. Citing job gains in March, Mr. Frankel, an economist at the Harvard Kennedy School, declared on his blog last week, “The recession is over.” He said he made that case when the committee met Friday in Cambridge, Mass., but added that he could see that a strong argument could be made for holding off on a pronouncement.

Another committee member, Robert E. Hall of Stanford, said, “The odds favor the view that a true expansion has begun and that the recession beginning in 2007 is over.”

But he added that “one cannot totally rule out the unlikely possibility that the economy might resume contraction again soon.”

Under such a situation, he said, the upswing that began in the second half of 2009 would be “only an interruption in a longer contraction, and not an expansion.” But he added, “Currently, forecasters are assigning low probability to such a development.”

A third committee member, James H. Stock, a Harvard economist, has also been associated with the belief that the recession ended last year. On Sunday, Mr. Stock would not describe the discussion at the committee meeting.

But he said: “It’s incumbent on the N.B.E.R. to maintain its decades-long tradition of care in the detailed assessment of the date of turning points. That is a far more difficult task than I think many commentators understand.”

A fourth committee member, Martin S. Feldstein, also of Harvard, warned in January of the risk of a double-dip recession. “There is a significant risk the economy could run out of steam sometime in 2010,” he said at a meeting of the American Economic Association. Reached on Sunday, Mr. Feldstein declined to elaborate publicly on his views.

Mr. Frankel and Mr. Hall have been quoted as saying that the recession has ended. In the Internet era, those comments generated more buzz than the bureau is accustomed to. Asked why the committee would not just wait, several members cited the public interest and a desire for transparency.

There is no formula for defining a recession, even though it is often casually described as two consecutive quarters of economic contraction. The committee relies on interpretation to determine the beginning or end of one.

The last time it made such a cautious statement was in December 1990, when it said that a recession had most likely begun between June and September but that it could not make a determination until the contraction was sufficiently long and deep; the committee announced four months later that the recession had started in July 1990.

It seems nearly certain that the present recession will end up lasting longer than the 16-month recessions of 1973-75 and 1981-82. They had been the longest downturns since the 43-month period from 1929 to 1933 that was the first phase of the Great Depression.

The committee, created in 1978, has assigned the start and end dates of economic contractions for every business cycle since 1854. It has long emphasized that it looks only backward, and does not make forecasts or predictions.

Thursday, April 8, 2010

CEO Survey: Modest Gain Over Next 6 Months In Jobs,Sales,Spending

A quarterly survey of U.S. corporate heads released Wednesday showed more chief executives see moderate gains in sales, capital spending and hiring over the next six months, another indication the economy is moving in the right direction.

The Business Roundtable CEO Economic Outlook Index still shows that half of the executives expect no change in U.S. employment, but 29% see an increase, compared to 19% in the fourth quarter of 2009.

"As the economy recovers and demand returns, we are seeing across-the-board increases in sales, resulting in increased capital expenditures, less job reduction and some employment stabilization," Business Roundtable Chairman Ivan Seidenberg said.

The U.S. jobless rate remains steady at 9.7%, while the economy has lost nearly 8.5 million jobs as a result of the most severe recession in about 80 years. Although the downturn probably ended nine months ago, companies remain reluctant to ramp up hiring because the economy's recovery is expected to be moderate.

After the release of the Business Roundtable's third-quarter 2009 survey, Seidenberg said it would be 12 to 18 months before growth filters down to employment.

The first-quarter 2010 survey shows 73% of the CEOs expect their sales to increase, compared to 68% from the group's fourth-quarter survey. About 5% of CEOs in this survey expect sales to slip, with 23% expecting no change.

The survey also shows 47% of executives expect capital spending to increase, while 46% expect no change and 7% see a decrease. The fourth-quarter survey showed 40% of executives expected an increase.

The Business Roundtable CEO Economic Outlook Survey on projected sales, capital spending and employment is combined into an overall index. The index value can range from -50 to 150, with a number below 50 indicating economic contraction, the group said.

The index for first-quarter 2010 is 88.9, a sizable gain above the -5 index value for the same period last year. Looking back, the fourth-quarter 2009 index value was 71.5, the third-quarter figure was 44.9 and the second-quarter value was 18.5.

The survey has been conducted quarterly since the fourth quarter of 2002, after the previous U.S. recession ended.

The Washington-based Business Roundtable is an association of CEOs for 161 top U.S. companies. The quarterly survey is completed between March 15 and March 30 and aims to provide an outlook on U.S. economic growth for the subsequent six months.

Tuesday, April 6, 2010

Toxic Assets

Follow a couple as they invest in their study of a toxic asset, and how they discover the spark that flamed the fire of our economic meltdown.
www.npr.org/templates/story/story.php?storyId=124587240

Monday, April 5, 2010

Open for Business

Well, we are officially launched. Please take the time and subscribe for our future posts by clicking the sign up button. We will be offering the latest in business news, case studies, and "white paper" publications. Sure there will be some nonsensical humor about life. We can't take everything in the world so seriously that we cannot take the time to smile!