MICHAEL STRATEGIC ANALYSIS

 

 

 

 

 

 

 

distinctive competencies

 

 

 

 

client list

 

 

 

 

MSA founding

 

 

 

 

contact us

 

 

 

 

 

 

 

 

strategic planning

 

 

marketing analysis

 

 

litigation support

 

 

transition management

 

 

links to books

 

 


 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS

 

Out of This World


Click on the link above to review or purchase
Out of This World, the book by Peter Michael on the unfolding calamity caused by the failure of the United Nations to adequately assist poor countries in reducing their population growth rates.

 

An American Family of the Underground Railroad


Click on the link above to review or purchase
An American Family of the Underground Railroad, the book by Peter Michael about the involvement of his family in the Underground Railroad. 

Guide to Freedom: Rediscovering the Underground Railroad In One United States County

Click on the above link to review or purchase Guide to Freedom: Rediscovering the Underground Railroad in One United States County, Pete Michael's book cataloguing the more than seventy Underground Railroad safehouses, routes and personages rediscovered through his and others' research in recent years.

 

Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS

Click on any MSA service below for a description and examples of our work.

Strategic Planning

Marketing Analysis

Strategic Plans

Marketing Plans

Evaluation of Your Current Planning

Evaluation of Your Current Marketing

Competitor Analysis

Survey Research

Product Portfolio Analysis

Market Segmentation Analysis

 

Pricing and Breakeven Analysis

Transition Management

 

Feasibility Analysis

Litigation Support

Turnarounds

Calculation of Economic Damages

Interim Management

Expert Witness Testimony


Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS

MSA Solutions to the Needs of Your Organization

Strategic Planning: New Strategic Plans

The True Strategic Planning Process

We use the international expert consensus eight-step process in formulating and implementing strategic plans of our clients. Our firm has contributed to the field of strategic planning with its particularly refined scanning process, an especially useful means of linking scans with strategic choice, and the MSA Product Preference Map, a powerful tool used in evaluating the portfolio of products or services of an organization.

 

The Competitive Necessity of Strategic Planning

Our research shows that the single most important determinant of organizational success, as defined by market share and profitability, is having a strategic plan, and that, on the average, firms with a strategic plan command prices 27 to 32 percent higher, bring in nearly double the revenues, and gain 55 percent higher market share compared to rivals without strategic plans.

Our experience indicates that these advantages are as great for public sector and non-profit organizations as they are for private-sector firms. However, we predict that the competitive advantage of strategic planning will become diluted over the next ten to twelve years as more and more organizations engage in it. Therefore, organizations which are the innovators or early adopters of strategic planning in their industries should be more competitive, grow more rapidly and attain larger market share. Late adopters and laggards will probably fall behind, be less competitive, and be more likely candidates for industry shake-outs. Strong competitive advantage will remain for organizations which began their strategic planning earliest.

Example: The Ministry of Health in a rapidly growing Asian nation experienced a budget freeze imposed on the ministry by the national government. The ministry and the government nevertheless wanted the National Family Planning Program, deemed of utmost importance in this over-populated, resource-scant country, to continue to meet its targets. There was nearly a complete absence of program planning to pursue the targets. We used several strategic planning tools including product portfolio analysis and resource allocation to evaluate Program activities, and then developed Target Setting, a first-of-its-kind application of linear programming, to reallocate the national budget of the Program. In the first year in which our work was implemented, the Program increased its productivity, as reckoned in terms of the number of births averted, by 85 percent with no increase in the budget. Our Target Setting System was published and later applied in at least nine other countries.

Back to Top



Evaluation of Your Current Strategic Planning

What Strategic Planning Is Not

Lack of Credentials and Knowledge-  Many planning consultants or firms which purport to understand strategic planning do not really know the body of knowledge of the field or the eight-step strategic planning process which applies it, and can not deliver more than a cook-book business plan, old-fashioned long-range plan, or worse. Meeting facilitators, CPA firms and marketing firms which hold themselves out as strategic planners usually have no one on staff who has studied or taught strategic planning, and can not deliver true strategic planning. These weak stand-ins for strategic planning are often harmful.

Wrong Kind of Plan-  Business Plans typically address marketing, operations, financial projections, key people, and risks of a business, but seldom employ modern strategic analysis tools to identify optimal growth strategies for an organization. Long Range Plans usually amount to just the last two or three of the eight steps of strategic planning, omitting strategic analysis. These kinds of plans, goals and objectives thus often become guesswork.

Have Us Take a Look at Your Strategic Planning

Whether you have a Strategic Plan or plan more informally, a well-qualified confidential independent evaluation of your planning always leads to improvements.

Back to Top

 

Strategic Planning: Competitor Analysis

Michael Strategic Analysis research shows that high market share and high profitability are attained from having a good strategic plan, selling on value rather than price, operating with a convincing Mission, and using human resources efficiently. How do your customers fare with the value proposition of your products or services?  Do you have a Mission which enthuses you and your employees, or does it too much resemble a palliative or cliche?  Are you producing your products or services as efficiently as your competitors do, or have they slipped ahead with labor-saving innovation? How sharp is the Generic Strategy of each of your products or services?  Of the company as a whole?  How much market share does each of your competitors have in your industry? What are the key performance indicators in your industry? What will they be in the future?

These are a few of the considerations which we examine when performing a competitor analysis for clients.

Example: Four years after its founding, a high technology firm servicing computer manufacturers was repairing $4 billion worth of computers and peripheral equipment annually for one of the largest computer manufacturers. Our client was a captive company with only the one customer. Seeking to grow and to diversify its customer base, the client wanted to gain a clear understanding of the competition in its fledgling sub-industry, Outsourced Repairs and Logistics, before choosing strategies. Michael Strategic Analysis was retained to perform a competitor analysis for this client, a difficult exercise because a fledgling industry typically has not yet been researched much, and data are hard to find. Mainly through deep internet intelligence gathering, we identified and examined twelve direct competitors, determined their relative performance, diagnosed their strategies or lack thereof, and ranked competitors by strength. We also projected overall future market size, and market share and rank for each competitor. We found a rapidly consolidating industry already scrambling for an ever-smaller number of manufacturing clients as that industry too consolidates. These findings pointed clearly to certain best growth strategies for the client and to other strategies to avoid.

Back to Top



Strategic Planning: Product Portfolio Analysis

Six fundamental laws of system science, and an additional law discovered by MSA, apply immutably to businesses and other organizations. One of these laws, as stated in business terms, is that Successful Organizations Use Resources Efficiently.  While this might seem a truism, nearly all smaller organizations, businesses and non-profits alike, misapply resources and thereby either perform well below potential, or fail. The MSA practice directly addresses how to optimize the three key components of all types of organizations: what you sell, to whom you sell it, and who you are, in other words, your products or services, your markets, and your people.  Product portfolio analysis addresses products or services, starts with determining the profit margin of every product or service offered, and then employs a battery of strategic tests to assess the strategic fit, future and strength of differentiation of each product or service. We use the term products generically to mean physical products, services, zero-priced products and all other sources of firm revenue.

Example:  A client selling 44 product lines had negative profitability of minus two percent. We determined for the client that 28 of its 44 products were losing money, that 13 were essentially breaking even, and that three large cash cows were responsible for virtually all firm profit, propping up the losers. On our recommendation, the client culled 14 products from its portfolio, fixed 14 others to make them profitable, and ended up with a pared portfolio of 30 profitable products. Company profitability was restored immediately.

Example: When Peachtree Software pared its portfolio from 150 products to a core three, its profits and profit margin jumped significantly even in the face of lower sales from culling so many products. Company focus also was greatly improved.

Example: As part of our strategic planning for the second largest Chamber of Commerce in the western states, the Chamber pared its product portfolio from 148 services, programs and other claims on resources to 58, nearly a two-thirds reduction. What was kept related directly to the new Mission, got rid of deadwood activities, and turned this Chamber around financially.

It is time to weed and feed your product portfolio. Have us examine your products or services to focus them and let you deliver more to your shareholders.

Back to Top

 



MICHAEL STRATEGIC ANALYSIS

Marketing Analysis: Marketing Plans

Marketing is a specific process which prescribes which of products or services are sold at which prices in which markets, and how the organization makes its chosen markets aware and desirous of its products. The axiom of best products in best markets at best prices provides sustainable competitive advantage, maximizes profit, and creates shareholder value.

What Is the Marketing Mix?

Our Marketing Plans carefully address all four elements of the classic marketing mix, careful implementation of the Marketing Plan, and the institutionalization of excellent marketing within the organization. In the marketing mix, we use the following standard considerations as the starting points.

Your Products- What you sell: How and why the organization chooses to offer its particular products or services.

Your Markets- To whom you offer your products: Why the organization targets its particular markets.

Your Pricing- What you charge for your products: Whether prices are set by cost, margin or competition, how prices are best modified by market segment, and how prices are deliberately set to maximize profit.

Your Promotion- How the firm makes its chosen markets aware of its products and how markets are encouraged to buy the products. There are two branches of promotion: personal selling and non-personal selling. Non-personal selling consists of advertising, public relations, publicity and education.

Strategic marketing, branding, customer service, market research, and, especially, marketing management are the other important elements of an MSA Marketing Plan.

Example: A dynamic, well-qualified young risk management and consulting firm needed to begin operating by annual marketing plans. We established marketing benchmarks for the client, performed all research for production of the first Marketing Plan the client ever had, wrote the Plan, interpreted it to the client, and assisted the client in implementing it. Our work revealed that the client needed to bolster its capabilities in product selection, supplier research, branding of its premium product, certain aspects of pricing, and market selection. The client systematically executed its Marketing Plan, corrected its relatively few marketing weaknesses, and raised its overall marketing performance to comprehensively excellent.  Profits increased significantly from better pricing and market selection.

Back to Top



Marketing Analysis: Evaluation of Your Current Marketing Practices and Marketing Plan

What Marketing Is Not

Just Advertising and Promotion- It is misleading that many firms which hold themselves out as marketing firms can not go beyond advertising and public relations. Advertising and PR are parts of one part of marketing, namely promotion.

Lack of Credentials and Knowledge- Many marketing firms or marketing consultants who purport to understand marketing do not really know the body of knowledge of the field or the marketing planning process, and can not deliver more than a cook-book marketing plan or worse. There is no control over who may proffer to be expert in marketing, and many purporting to be are familiar only with promotion.

Our Marketing Analysis Practice

MSA marketing advice delivers expert application of a large, increasingly sophisticated body of specific knowledge involving all four parts of the Marketing Mix and the expert application of established protocols for the application of this knowledge to the diagnosis of the marketing needs of an organization: the prescription of product selection, market selection, price optimization and promotion, and the implementation of the Marketing Plan.

Back to Top

 

Marketing Analysis: Survey Research

Sound decision making rests on accurate current information obtained from a variety of sources often including original survey research. Modern survey research is a highly complex discipline in which the practitioner needs deep knowledge of statistics, survey instrument design, sample selection, and how to interpret data. Michael Strategic Analysis performs local and nationwide surveys at virtually any sample size. Our Principal Consultant, who has taught applied statistics at the graduate level, personally guides all MSA survey research work.

Example: A city needed to understand consumer knowledge, attitudes and practices regarding a public service which it made available. It also needed to measure the effectiveness of an advertising campaign which it had launched to publicize the service. We formulated and administered a survey to a scientifically selected cross-section of 400 adult consumers, tabulated and statistically analyzed the results using proprietary MSA statistical software, and interpreted the results to the client. In the same survey, we measured the degree of recall of the advertising campaign. Knowledge of its markets for this particular service increased manifold for the city. As a result, the city had a much clearer view of the competition and how to compete against it. This allowed a strategic shift of emphasis away from promotion of some of the specific features of the service and toward promotion of overall product recognition and encouragement of use. The advertising campaign proved to have had much longer lasting power than had been supposed, and reinforced the new promotion.

Back to Top

 

Marketing Analysis: Market Segmentation

Just as product portfolios can hide products which are hurting you, so can your markets if they are inefficient. Here, the tool is market segmentation analysis which sorts out your markets for profitability and strategic fit.

Example: MSA market segmentation analysis showed that 22 of the 57 customers of an MSA bank client produced $6,777,000 in profit while the other 35 produced $3,629,000 in loss. The resulting $3,148,000 net profit was therefore only 46 percent of what it should have been. This client weeded out losing markets and customers, repriced certain products, redeployed assets to profitable products, and saw its profits leap while actually using less resources.

Example: Adrian Slywotzky, the brilliant analyst and author at Mercer Management Consulting, points out in his book Profit Patterns that, for the typical community bank, 30 percent of the customer base generates 130 percent of the profit, another 30 percent breaks even, and the bottom 40 percent generates losses equal to 30 percent of bank profit.  This amounts to an overall breakeven situation with zero profitability because of the losing markets draining off profit generated by the profitable markets.

Example: Kanthal, a Swedish electrical manufacturer, saw 40 percent of customers provide 150 percent of profit and the other 60 percent generate losses equal to 50 percent of profit.  This amounted to another zero-profitability situation.

If you have yet to analyze your markets, how much longer do you care to sacrifice the profits now surely drained off by your worst markets? If you have not done this analysis, it is time to call us.

Back to Top

 

Marketing Analysis: Pricing

Pricing is the most overlooked marketing opportunity. For all but the largest businesses, which usually have in-house pricing analysis capability, pricing is usually performed by guesswork resulting in lost profits or actual losses. Pricing is a well developed discipline which, when used correctly, maximizes profit. In our practice, we examine whether a particular product or service should be priced according to costs, desired profit margin or competitor prices, and then we set pricing modifications which permit the product or service to bring in revenues and therefore profits that it would not otherwise be able to gain. For organizations which have never engaged in formal pricing analysis and price determination, gains are usually great and practically costless in doing so the first time.

Example: When we examined the product portfolio of an investment advisory firm, we discovered a zero-priced product which is a product or service being offered at no charge for which charging is feasible.  Competitors of the client all charged for this particular service. On our recommendation, the client began charging for the service, and this single repricing accounted for 28 percent of client profit growth the following year, with virtually no cost or effort. This was a frequently encountered case of unseen lost profit.

Back to Top



 

MICHAEL STRATEGIC ANALYSIS

Litigation Support: Economic Damages

Why does a firm which practices Strategic Planning and Marketing Analysis also have a Litigation Support practice which engages in calculation of economic damages? The answer is that all three disciplines rely heavily on superior analytical ability and quantitative analysis skill. Economic damages can occur to organizations in cases of breach of contract, illegal competition, or injury to intellectual property rights among others; and to individuals in cases of personal injury, fraud and defamation among others. Our clients have never lost a case in which we calculated economic damages.

Example:  Four energy companies were each considering building very large power plants in a small historically-important rural area of a state.  The companies were attracted by proximity of a picturesque river which they would have used for plant cooling, an electricity transmission grid, and a gas fuel source.  Any one of the proposed plants would have amounted to a major disruption of the area of rolling farm land where the plants were proposed, with two of the four companies having proposed their power plants on agriculturally-zoned land directly adjacent to homes, farms and small businesses.  Michael Strategic Analysis calculated the economic damages, benefits and net economic impact of each of the four plants, and found that two would have resulted in local net economic damages of $64,000,000 and $94,000,000.  Our analysis was furnished to the state government cabinet which then removed plant approval authority from the pro-industry state agency which likely would have authorized one or more plants.  The cabinet then revised state power plant siting procedures, causing the energy companies to withdraw their applications, preserving the homes and property values of over 700 families.

Example: The client of a law firm had suffered permanent diminution of mental faculties as the result of a traffic accident caused by others. This made him unable to operate his two businesses and forced the sale of one business. We identified fifteen separate kinds of economic loss stemming from the accident, made conservative trial-proof projections of the amount of each kind of loss, and calculated the net present value of total loss exceeding $2.1 million. Our work was deeply substantiated, employed sophisticated analysis of the businesses, and brought in key internet-sourced statistics. After our deposition, settlement discussions commenced rapidly. This case settled handsomely in favor of the client of the law firm.

Back to Top

 

Litigation Support: Expert Witness Testimony

Usually in our cases involving calculation of economic damages, we are called on to provide expert witness testimony in deposition and, if the case goes that far, in trial. In most of our cases, settlement was reached soon after we presented expert witness testimony in deposition. Following is an example of our expert witness work in an important trial.

Example: A tenant of the State of California sued the State on grounds of dealing in bad faith when the state refused to change the terms of a lease. Our Principal Consultant was appointed as Expert Witness to examine the plaintiff claim and supporting documents, to calculate the dollar amount of damages to the plaintiff, and to assist the Deputy State Attorney General in rebutting opposing expert testimony. Our work showed that the plaintiff had suffered no monetary damages, and had actually benefited economically for not having had the lease renegotiated. Our client, the State, prevailed on all counts and had all case costs reimbursed by the plaintiff.

Example: The client of a law firm, a land holding company, had been sued by a developer which had promised to develop the parcel owned by the client, but had not. When the client sold the land, the developer sued to recover sunk costs and would-be profits had the land been developed. The land holding company cross-complained on grounds that the developer had damaged it by persuading it not to sell during the good sellers market of the early 1990s. We calculated damages caused by the delay in sale totaling more than $3.3 million. In crucial ways, our work supported the arguments of our client at trial that our client had not caused damages but had suffered them. Our client prevailed on all counts in the trial, and the developer was awarded no damages. Our economic damages analysis shown in support of the cross complaint our client became the subject of successful settlement talks.

Back to Top



 

MICHAEL STRATEGIC ANALYSIS

Transition Management: Feasibility Analysis

The leading service in our Transition Management practice is Feasibility Analysis which Michael Strategic Analysis has been performing for its clients since the 1980s. Our Feasibility Analysis clientele includes private firms, government agencies and non-profits. Feasibility Analysis is an application of the broader field of strategic planning.

Example: A High Sierra resort and entertainment complex contemplated the purchase and development of an existing resort and several coterminous parcels. Executives had identified three main lines of business of hospitality, recreation and entertainment to which they would devote these possible acquisitions. In addition, we identified services and logging as two additional possible products. We examined the product portfolio of these five sources of income; the adequacy of venture management including skill gaps; the strengths, weaknesses, opportunities and threats of the concept; financial requirements and feasibility including expected return on investment and payback periods; the effects of seasonality on cash flow; and the strategic feasibility of the concept and its five offerings. Our work showed one of the five intended offerings to be highly attractive, two to be feasible, one to be marginal, one to be very risky, and the overall venture, modified to reduce or eliminate the unattractive offerings, to be of moderate attractiveness. The group launched the one most attractive offering, and may phase in one or two of the other offerings in future years.

Example: For what became the University of California Mondavi Performing Arts Center, Lincoln Center West as it is often called, the university needed a market feasibility analysis to determine if sufficient demand and sentiment existed in northern California to support a major new performing arts center, and to discern which amenities of a new center held the most attraction to the public. Our feasibility analysis involved formal surveying and analysis of the general public and of subscribers of the university performing arts series; defining market boundaries, future market size, and optimum capacity for the new Performing Arts Center; and determining public desires for amenities at the Performing Arts Center. Our work revealed consumer needs and tastes, market size and expected market penetration, best target markets, and optimum seating capacity. The University accepted our recommendations in toto including the exact recommended seating capacity of the main hall of the Center. The Mondavi Center for the Arts opened in August, 2002.

Back to Top

 

Transition Management: Turnarounds

In non-recessionary times, about 25 percent of all companies and non-profit corporations are retrenching. There are four classical retrenchment strategies, the most common of which is Turnaround. The four most common causes for needing a turnaround, in order of frequency, are failure to keep pace with changes in the marketplace, lack of operating controls, over-expansion or excessive growth, and excessive leverage. The four most common causes for failure to successfully complete a turnaround, in order of frequency, are failure to reform management, inadequate planning, failure to install adequate operating controls, and excessive leverage. All financial turnarounds guided by Michael Strategic Analysis have been successful.

Example: A diversified company involved in wood products, electronics and retail suffered central problems of no planning, poor controls, lack of cost accounting, a weak board, and internal strife. As results of our analysis and recommendations, the client instituted regular cost accounting by product, contract, and division; eliminated losing products and divisions; launched new products in new markets; and recruited new blood to the board. These changes raised revenues by 71 percent in six months, increased the profit rate from -2 percent to +13 percent in a year, and finished other aspects of the turnaround in 15 months.

Example: Two related scientific companies experienced poor controls, no cost accounting, poor planning, cramped quarters, a stretched staff, and indecision. The city and county in which these two scientific firms are located were important stakeholders by having provided financial incentives to the companies. The city and county had MSA diagnose the lack of profitability of the firms and prescribe changes. We performed product portfolio analysis showing that 28 of the  44 products of the firm were unprofitable, and that operations were being propped up by three cash cows. We performed industry comparisons which identified strengths and weaknesses of the companies. Our recommendations to improve controls and cost accounting, prune the product line, reprice, begin strategic planning, promote promising products, and relocate the company were presented to the mayor and the County Commissioners chair. The two firms merged, had management realigned, instituted our recommendations, moved, grew and became profitable.

Back to Top

 

Transition Management: Interim Management

In some cases,  chief executive officer of Michael Strategic Analysis, Peter H. Michael, serves as chief executive officer or chief operating officer of client companies, and runs a client company directly. This can happen in cases of clients undergoing a turnaround, or when the position of CEO is temporarily vacant. These MSA engagements typically last three to six months, and we take them only after careful screening of client needs at the time.

Example: A health care company suffered central problems of rapid growth which had outrun management ability and financing ability; difficult creditors; failure to keep pace with new, aggressive, low-cost competition; and unprofitable operations. Our Principal Consultant was authorized full executive authority including all hiring, firing, and disbursements. He shrank operations until the corporation was profitable again, instituted controls, replaced problematical members of the medical staff, got the cooperation of creditors, and successfully shepherded the company through a reorganization. He also provided court testimony. All personally pledged security, 500 patient relationships, and 40 jobs were saved. The firm reorganized and today operates successfully.

Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS

About Us: Distinctive Competencies

Good Citizenship:  MSA Named Top Corporate Citizen of a Major Metropolitan Region

Since its founding, MSA has contributed to the benefit of community organizations and regional development and has received various honors for its contributions of expertise and financial assistance. The Sacramento Metropolitan Chamber of Commerce and the River City Small Business Consortium have both honored Michael Strategic Analysis as the Community Service Business of the Year of the Sacramento region.  Michael Strategic Analysis contributes in a similar fashion at its east coast office home of Frederick, Maryland.

Analytical Abilities

MSA analytical and quantitative abilities are second to none in our geographical areas of practice. Our principal consultant has taught quantitative analysis, statistics, managerial economics and management science at the graduate level in four countries, and has held research appointments at Berkeley and Princeton.

Depth and Currency of Knowledge

Michael Strategic Analysis is a knowledge-based practice. Our competitive advantage lies in having deeper, more recent knowledge in our fields than our rivals do. How MSA stays ahead of its competition in acquiring, mastering and using knowledge is the heart of our success. Our knowledge comes from keeping abreast of forefront research and emerging best practices, from developing our own practice innovations, and from irreplaceable hands-on experience.  Our Principal Consultant has taught strategic planning, marketing, managerial economics and other subjects at the graduate and undergraduate levels, and MSA has contributed the practice of strategic planning with the MSA Product Preference Map and a particularly refined means of linking results of internal and external scans to strategic choice.

Hands-On Experience

In addition to knowledge gained through 28 years of operating MSA, our principal consultant has served as CEO of client companies in turnarounds, has served on boards of directors, and has had extensive executive responsibility with client firms. All of the turnarounds performed directly by MSA have been successful.

Solution Orientation

Giving advice is only a small part of our job. What clients want is good value-laden solutions to their problems regardless of whatever vehicle we might provide to prescribe the best solution. From the outset of any engagement, we are identifying, assessing, prescribing and helping to implement best solutions for clients.

Implementation and Follow-Up

In most MSA engagements, the client fee includes one year of assistance in implementing our recommendations and plans. We do not just advise, bill and vanish as do many consultants but work with the client on an ongoing basis to implement concretely for client benefit.

Permanent Client Relationships

Our engagements are not episodes but permanent relationships. Though some clients might need our services infrequently, the relationship, once it is established, remains. Client relationships have often evolved into mutual referrals, consortia, friendships and cases in which MSA became the client of the client. 

Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS

MSA Founding

The practice which led to Michael Strategic Analysis was founded by Peter H. Michael and Stephen J. Fabricant who had been MBA classmates at The Haas School of Business at the University of California, Berkeley. After taking their MBAs, both became consultants in Asia, Fabricant working for Boston-based Management Sciences for Health in Afghanistan, and Michael, after completing a post-graduate fellowship at Princeton, working in advisory engagements for The Population Council as an advisor to the government of Korea, and then advising eight national governments throughout Asia on a broad planning assignment for The United Nations regional headquarters in Bangkok.

After returning from their overseas assignments in 1976, Michael and Fabricant founded a predecessor firm which ultimately became Michael Strategic Analysis. Their motivations for founding their practice were independence, wanting to move to the private sector, and the desire to be able to deliver faster, higher quality solutions in their work than they had been able to do when working for foundations. The first client was in the health care industry and needed consultation regarding federal reporting requirements.

Fabricant completed a doctorate in public health at the University of London and now owns an international consulting firm based in Ashland, Oregon, which practices in the field of management of public health programs. He has used his considerable skills in a very long list of less developed countries in Africa and Asia to improve the management of their national health programs. Fabricant and Michael remain close friends.

Michael reformulated the firm first into The Michael Consulting Group in 1991 to better reflect the nature of its relationship with its Group Providers, and then Michael Strategic Analysis in 2004.   Strategic Planning and Transition Management, especially turnarounds, were the staples of the MSA practice until the mid-1980s when client demand and the strong MSA quantitative bent led to Marketing Analysis as an MSA product.  MSA Transition Management skills led to assignments as court-appointed Receiver and Examiner and to expert witness testimony and hence the MSA Litigation Support practice beginning in the late 1980s.

Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS

Client List

The following list cites most of the industries and types of government organizations with which MSA has worked.  MSA pro bono work for non-profit organizations is so indicated.  Clients named below have given permission for their names to be stated.

Key

E

Executive Search

I

International Support

 

 

L

Litigation Support

M

Marketing Analysis

 

 

P

Presentations

S

Strategic Planning

 

 

T

Transitions and Turnarounds

O

Other

 

 

 

 

The Private Sector

 

Advertising and public relations agency

MPSO

Aggregate and cement manufacturing

IE

Airline

MS

Bank

MPST

Biotechnology

S

Computer manufacturing [top world market share]

LPST

Court reporting firm

M

Court-appointed trustee

L

Distributors

SO

Downtown improvement district

O

Electronics assembly

TME

Electronics manufacturing

TME

Employee leasing

LMST

Financial planning

MS

Franchisors

S

High technology

LMPS

Hotel

L

Information systems consulting firm

M

Insurance

SM

International accounting firm

E

Large international data processing firm

L

Large regional health care provider

S

Large-scale landscape contracting

TL

Law firms

L

Logistics firm

P

Manufacturer

LST

Medical clinics

STLO

Medical manufacturing

ST

National association

MP

National Basketball Association franchise

E

Private investors

IS

Publishing company

T

Regional bank

S

Relocation planning firm

M

Resort

ST

Restaurant chains and restaurants

LSTM

Risk management consulting firm

SM

Software production

M

Statewide associations

MP

Stock brokerage

MS

Very large-scale regional planning

ST

Wood products manufacturing

TME

 

The Public Sector

 

City government

T

County government

MT

Federal bankruptcy court

LTS

Foreign universities

ISPO

Public universities

IMP

Public entity investor (largest in the nation)

M

Regional arts commission

S

State Attorney General office

LP

State Public Employees Retirement System

M

State Forestry Department

MT

State Highway Patrol agency

M

State Legislature

IMPS

United Nations Asian Statistical Institute

IP

United Nations Secretariat

IS

United States Department of Health and Human Services

O

World Health Organization

IS

 

The Non-Profit Sector

 

Alumni associations

IPMS

Bar associations

MP

Center-city improvement district

S

Chamber orchestra (pro bono)

LS

Civic organizations (including world's  largest)

MPSO

Educational association for accountants

IPS

Educational foundation (pro bono)

EST

Large chamber of commerce (pro bono)

IST

Large producer and presenter of Broadway shows

O

Large regional planning effort

ESM

Nationally-acclaimed speakers forum (pro bono)

EP

Nationally-acclaimed theater company

S

Opera company (pro bono)

S

Performing arts centers

EMOST

Private club (pro bono)

PST

Private university

P

Science center

PST

Symphony orchestras

LMT

United Way

M


Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

MICHAEL STRATEGIC ANALYSIS


Email

mail@mcgmcg.com

Telephone

301.874.0235

Facsimile

 

888.605.2fax

Post

2455 Ballenger Creek Pike
Adamstown, Maryland, 21710

 

 

Back to Top

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Copyright  Michael Strategic Analysis 2001

Last Revised: January, 2009