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Solutions That Inspire Change

Have a project in mind? We take a comprehensive approach to marketing, strategic and financial planning. 

 

Explore these 15 select solutions to achieve your business goals and objectives.

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Business Planning

What Type of Strategic
Plan Do You Need?

What's the purpose? 

Who's the audience?

What resources do you have?

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Business Planning

What's Required for a Business Plan?

Historical and Projected Financials, Business and Industry Overview, and Management Evaluation

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Business Planning

Jump Start Your Business Planning Process

A detailed list of questions business owners should answer to help complete a business plan.

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Business Presentation

Pitch Your Business Idea to Lenders and Investors

Elevator Pitch, Executive Summary and Presentation Deck to tell your story.

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Income

Attract, Retain, and Grow Customer Relationships

Ways to figure out which customers may leave and how to save the relationship.

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Customer Experience

Great Customer Experiences = Real Money

Research shows delivering remarkable customer experiences builds business value.

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Customer Experience

Practice the Customer Service Golden Rules

Customer criteria to rate your using your products /services - Successful,

Easy, and Happy.

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Customer Onboarding

Win Customer Loyalty
from the Start

Customer criteria to rate your using your products /services - Successful,

Easy, and Happy.

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Customer Experience

Simpler Processes. More Smiles. In Action.

Distinguish your business from the competition through customer experience.

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Customer Service

Meet Your Money Maker Advertising Campaign

Focus on solving customer problems not product features and functions.

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Process Improvement

Customer Issue Resolution Process Execution

Define, analyze, and eliminate customer pain points.  Then prevent future issues.

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Operations

Help Desk Call Center Quality Improvement

Don't put your customers on hold while you search for a solution.  Create Quick Reference Guide.

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Operations

We Serve Colleagues Across the Organization

Breaking down the silos between the front line and back office improves customer experience.

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Operations

Frontline Employees
Make A Difference

Finding the right customer-first employees is key to building your business.

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Risk Management

Know Your Regulatory
Risk Profile

Develop processes to ensure compliance with industry regulations.

 

What Type of Business Plan Do You Need?

Whether you need a plan to raise capital or you want one as a strategic tool, Next Level Consulting efficiently guides you through the process of crafting a plan to fit your needs.

There are many things for you to consider when developing a business plan and financial projections. For example, you will need to factor the business plan purpose, audience, and your available resources to determine the level of effort and time commitment. Here are just a few of the things to think about.

The answers to these questions will determine whether your plan will be a two- to three-page summary or a comprehensive document well over twenty pages. Next Level Consulting will help you answer these questions and produce what you need.

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Financial Information


  • Three-year historical financials including income statement, balance sheet and cash flow.

  • Up to 10-years financial projection of income statement, balance sheet and cash flow, along with key operating and financial assumptions.

  • Projections on a monthly basis for up to three years

  • Break-even and sensitivity analysis

  • Personal financial statements and tax returns for principals owning 20% or more of the business

  • Historical tax returns for the last three years




Business Information


  • Description of business, products and services, and legal structure

  • Overview of industry trends, the market, competitors and your go-to-market strategy

  • Policies, procedures, guidelines and process details

  • Explanation of strategic plans including key milestones and resource needs

  • Discussion of any special or unique considerations including litigation




Management Information


  • Biography of principals and key management highlighting how prior experience ensures the business success

  • Organizational chart specifying roles and responsibilities





 
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Financial Information


  • Three-year historical financials including income statement, balance sheet and cash flow.

  • Up to 10-years financial projection of income statement, balance sheet and cash flow, along with key operating and financial assumptions.

  • Projections on a monthly basis for up to three years

  • Break-even and sensitivity analysis

  • Personal financial statements and tax returns for principals owning 20% or more of the business

  • Historical tax returns for the last three years




Business Information


  • Description of business, products and services, and legal structure

  • Overview of industry trends, the market, competitors and your go-to-market strategy

  • Policies, procedures, guidelines and process details

  • Explanation of strategic plans including key milestones and resource needs

  • Discussion of any special or unique considerations including litigation




Management Information


  • Biography of principals and key management highlighting how prior experience ensures the business success

  • Organizational chart specifying roles and responsibilities





What’s in the Business Plan?

Elements of a business plan and financial projections are generally the same. The level of detail is different depending on its intended use and audience.

Once you have evaluated your internal resources, contact us to work alongside your management team to fill any gaps and get the business plan and financial projections done in the required timeframe. Lists of the areas we can address in a business plan follows.

 

Jump Start Your Business Planning

Potential lenders and investors will need a good understanding of your business to make their decision.

To make sure the information you provide best describes your enterprise, prepare answers to these questions.

If you need help drafting answers, we’re here to help.

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PROBLEM


How do you find out what your customers want and need? More importantly what’s keeping prospects from becoming your customers or driving them to competitors?




SOLUTION


Complete a detailed analysis of the customer base and share that information with management so they can adjust policies, procedures, processes, and employee actions to focus on customer desires.




RESULT


The customer retention analysis will answer these questions and lead to creation of personas to guide process improvement and messaging.





 
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Elevator Pitch. Executive Summary. Presentation Deck.

Now you have your detailed business plan.  It’s time to raise capital.  You’ll need a couple of documents based off the information in the business plan.  Each one is a more concise summary of the key elements and value proposition outlined in the plan. 

 

Most likely your initial contact will be the Elevator Pitch.  Think of a short elevator ride where you have the just a few moments, maybe minutes, to get an investor to consider your project or a referral partner to pass your project idea on to someone that has the capital you need. 

 

If they’re interested, you’ll probably be asked to send them an Executive Summary.  This two-page document is a very concise overview of key information contained in the business plan.

When they want to know more, you’ll be invited to make your in person pitch in front of one or more investment partners.  For that you’ll need a PowerPoint (or equivalent) presentation deck.  The essential elements of the presentation include one slide on each of the following:

  1. Introduction of the business

  2. Team Profiles highlighting how talent is aligned to business needs

  3. Product Description of key features, functions, and uses

  4. Market Analysis of trends and growth opportunities

  5. Business Model summarizing target customers, value proposition, delivery channels, go-to-market strategy, critical operations, strategic partnerships, major expenses, and revenue streams.

  6. Competitors and the business SWOT

  7. Financial Summary of historical and projected income, cash flow, and balance sheet, along with an estimated business valuation

  8. Conclusion and “The Ask”

 

We’re adept at extracting critical details from the business plan to craft an engaging Executive Summary and Presentation Deck.  We’ll also help you practice telling your story.

Pitch It!

 

Stop
Attrition

With average customer turnover estimated at 30%, finding a way to attract, retain, and build customer relationships is key to financial success and provides a competitive advantage.

Key Questions as recommended by Jeannie Bliss

PROBLEM


How do you find out what your customers want and need? More importantly what’s keeping prospects from becoming your customers or driving them to competitors?




SOLUTION


Complete a detailed analysis of the customer base and share that information with management so they can adjust policies, procedures, processes, and employee actions to focus on customer desires.




RESULT


The customer retention analysis will answer these questions and lead to creation of personas to guide process improvement and messaging.





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Qual a rentabilidade utilizando um HFT em minha conta na corretora?


Como estamos falando de um mercado de renda variável, não podemos garantir rentabilidade.

Porém, a nossa média comprovada através de sites auditados com o HFT varia entre 0,70% a 0,80% ao dia, o que é considerado um rendimento excelente, se comparado a outros investimentos de mercado.




Qual o valor mínimo para aporte inicial?


Basic License no valor de 1.000 USD (dólares americanos).




O HFT opera no mercado de câmbio (Forex)?


Sim, opera. Após o agendamento em nosso sistema, você terá acesso ao PDF explicativo sobre este mercado.




Quais os pares de moedas que são operados?


Operamos com os principais e mais sólidos pares de moedas mundiais, priorizando o par “ouro/dólar” (XAU/USD).




Preciso realizar o pagamento de alguma mensalidade ou alguma taxa extra pela performance?


O único pagamento é referente a licença do produto.

Todo suporte e performance fazem parte de sua adesão ao nosso HFT e NETWORK.




Como funciona o saque?


Cada corretora possui a sua regra.

Em geral as corretoras atuam da seguinte forma:


Após realização do saque (qualquer valor), em até 24h você receberá um e-mail da corretora para confirmar o valor e a carteira que deseja realizar a retirada (por motivos de segurança, todos os saques precisam ser confirmados via e-mail). Todos os saques vinculados a conta MAM são processados na sexta-feira de cada semana.




Qual o drawdown?


O Drawndown (exposição ao risco) é de 1,31% em média, destacando-se como referência no mercado mundial.

Nesta página é ilustrado e comprovado através dos resultados no site Myfxbook e, em nosso PDF você poderá analisar a estatísticas nos demais sites:

FX Blue;

MQL5 (site oficial da ferramenta MetaTrader5).




Como obtenho a licença ao HFT?


Após a sua aprovação no teste API (análise de perfil investidor), basta selecionar a licença desejada e realizar o pagamento à vista (via TED, PIX ou Criptomoedas).




Em quanto tempo ficarei apto a realizar o meu primeiro aporte?


Após o pagamento da licença e aprovação da sua conta na corretora (prazo de 24 a 48hs) imediatamente você poderá realizar o seu primeiro aporte.




Como funciona a divisão da performance sobre os lucros?


50% -> Empresa.

50% -> Cliente (você).




A conta na corretora será aberta em meu nome?


Exatamente isso. Você irá ter a sua própria conta, ou seja, sob sua custódia.




Em algum momento eu preciso transferir dinheiro para terceiros para fazer aportes na corretora?


Não. Todas as transações são realizadas sob sua custódia, ou seja, na sua conta da corretora e sem a necessidade de intermediários.




Tem alguma carência?


Não possui carência, você tem autonomia para solicitar saque a qualquer momento.





 
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Real Money

Extraordinary Customer Experiences = Real Money.

How are you outpacing the competition? Forrester Research correlation of its Customer Experience Index with stock market values found that over time delivering consistently good customer experiences generates higher multiples and greater enterprise value.

By starting with the simple fixes and later tackling the big, complex customer issues represents the greatest untapped source of revenue increase and expense reduction. By removing pain points, you:

  • Lower service costs by creating fewer problems

  • Reduce customer defections and increase incremental purchases

  • Grow sales by word-of-mouth and online referrals

  • Real money builds enterprise value.

 

All the cost savings and revenue growth produced by focusing on the customer translates into greater profitability and better returns. Plus a positive buzz from customers gets investor interest to find out just what management is up to.

 
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The Golden Rule

What’s the customer experience rating criteria?

Your customers are continuously evaluating all the interactions they have with your business.

In doing so they use these three measures to evaluate the customer experience.

Got It Done!

Customers want 24 x 7 x 365 omnichannel access to your products and services so they can start in one channel, continue to another, and finish where it is convenient.

Successful

It Was Simple.

Each customer interaction should be empowering by providing intuitive

self-service tools and

clear concise information to make informed decisions.

Easy

Made Me Smile

Hands down customers want consistent execution of the basics by engaged and excited employees that know what they are doing and take ownership of the customer experience.

Happy

 
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PROBLEM


Our branch operations team was tasked with updating the branch audit process to improve efficiency. Under the existing system each branch was reviewed annually. Audit teams reviewed 72 deposit activities and another 64 lending operations process performed daily in each branch. Each audit took several days to complete and a findings report was produced.




SOLUTION


To streamline the process and prioritize the audits, the team:

  • Reviewed existing audits to identify items that frequently received a fail or unacceptable rating and areas of the country that had the poorest ratings

  • Evaluated the relative importance of each item and developed a risk rating for each that reflected the likelihood of regulatory sanctions and fines, financial loss, negative reputational impact, and general operating risk

  • Developed a scorecard to provide more precise reporting and focus management attention on those items and areas of the country that posed the greatest risk




RESULT


Reduced the total number of annual branch audits each year and raised performance of high-risk locations. A new ratings system was developed and approved by internal audit and the regulators that created three branch classifications – “Good, Acceptable, and Poor.”

Those that received a ‘Good’ rating were moved to an 18-month review schedule. Acceptable rated branches continued to be reviewed on a 12-month basis with an action plan in place to move them to a Good rating. Poor performing branches were put on a 6-month review schedule and project team member was assigned to the branch to work with branch managers to institute best practices found in high performing banking centers.

The system allowed the auditors to focus on the greatest risk areas while providing much needed, targeted guidance to improve performance.





Welcome
Aboard!

What happens in the first 90 days of a customer experience with you often sets the tone for the relationship. So it is important to get off to a good start.

 

Simpler ProcessesMore Smiles.

There is not much difference in the products and services financial institutions offer. What distinguishes one from another is the customer experience.

 

Across industries, among various products and services, people’s lives are made simpler when firms excel in focusing on making it easy and enjoyable to do business with your company.

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PROBLEM


How do you find out what your customers want and need? More importantly what’s keeping prospects from becoming your customers or driving them to competitors?




SOLUTION


Complete a detailed analysis of the customer base and share that information with management so they can adjust policies, procedures, processes, and employee actions to focus on customer desires.




RESULT


The customer retention analysis will answer these questions and lead to creation of personas to guide process improvement and messaging.





 

Meet Your Money Maker

Instead of selling

product and service benefits,

solve customer problems.

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PROBLEM


A well-known commercial finance lender decided to enter a new market in which they were unknown. The challenge was to build awareness and be considered by small business owners.




SOLUTION


Develop an integrated marketing and promotions campaign that:

  • Focused on why a small business owner needed financing instead of banking product and service jargon

  • Introduced the lenders’ 80-year history with over 400,000 small businesses to build trust and credibility

We created a series of direct mailers with a response card and leave-behind materials for salespeople. Here are some examples of how we described the products and services offered in terms of how a small business owner would use the funds:

  • Commercial Real Estate Purchases [Commercial Real Estate Loan]

  • Machinery or Equipment Financing [Leasing]

  • Debt Refinancing [Long-Term Debt]

  • Working Capital [Line of Credit]




RESULT


This approach yielded an initial 2% response rate. More importantly, small business owners kept the materials handy and when they had a financial need up to a year later, they gave us a call.





 

Customer Issue Resolution

Issues are going to come up. How you respond to them can make all the difference.

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PROBLEM


How do you find out what your customers want and need? More importantly what’s keeping prospects from becoming your customers or driving them to competitors?




SOLUTION


Complete a detailed analysis of the customer base and share that information with management so they can adjust policies, procedures, processes, and employee actions to focus on customer desires.




RESULT


The customer retention analysis will answer these questions and lead to creation of personas to guide process improvement and messaging.





 

Help Desk Call Center Quality

Technology is great, but sometimes you just want to get an answer and move on. Don’t put customers on hold.

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PROBLEM


Our branch operations team was tasked with updating the branch audit process to improve efficiency. Under the existing system each branch was reviewed annually. Audit teams reviewed 72 deposit activities and another 64 lending operations process performed daily in each branch. Each audit took several days to complete and a findings report was produced.




SOLUTION


To streamline the process and prioritize the audits, the team:

  • Reviewed existing audits to identify items that frequently received a fail or unacceptable rating and areas of the country that had the poorest ratings

  • Evaluated the relative importance of each item and developed a risk rating for each that reflected the likelihood of regulatory sanctions and fines, financial loss, negative reputational impact, and general operating risk

  • Developed a scorecard to provide more precise reporting and focus management attention on those items and areas of the country that posed the greatest risk




RESULT


Reduced the total number of annual branch audits each year and raised performance of high-risk locations. A new ratings system was developed and approved by internal audit and the regulators that created three branch classifications – “Good, Acceptable, and Poor.”

Those that received a ‘Good’ rating were moved to an 18-month review schedule. Acceptable rated branches continued to be reviewed on a 12-month basis with an action plan in place to move them to a Good rating. Poor performing branches were put on a 6-month review schedule and project team member was assigned to the branch to work with branch managers to institute best practices found in high performing banking centers.

The system allowed the auditors to focus on the greatest risk areas while providing much needed, targeted guidance to improve performance.





 

We Serve Colleagues Across the Organization

Great customer experiences are often the result of everyone being on the same page and working together to get things done.

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Financial Information


  • Three-year historical financials including income statement, balance sheet and cash flow.

  • Up to 10-years financial projection of income statement, balance sheet and cash flow, along with key operating and financial assumptions.

  • Projections on a monthly basis for up to three years

  • Break-even and sensitivity analysis

  • Personal financial statements and tax returns for principals owning 20% or more of the business

  • Historical tax returns for the last three years




Business Information


  • Description of business, products and services, and legal structure

  • Overview of industry trends, the market, competitors and your go-to-market strategy

  • Policies, procedures, guidelines and process details

  • Explanation of strategic plans including key milestones and resource needs

  • Discussion of any special or unique considerations including litigation




Management Information


  • Biography of principals and key management highlighting how prior experience ensures the business success

  • Organizational chart specifying roles and responsibilities





 
Next Level Consulting_Employee Engagement_Desktop.jpg

Empowering employees takes considerable effort, but is worth getting right because employees are often the primary point of customer contact, employment costs are typically one of the largest business expenses, and experienced, productive employees are valuable assets.

By selecting employees with the right temperament, providing them with the knowledge, skills and techniques to perform to their full potential, and performance goals and incentives you build employee excitement and desire to deliver extraordinary customer experience with each interaction.

Let us help you find the right person for the job!

Fearsome Front Line

 

Calculated Risk

Compliance with regulatory requirements is a key priority for financial institutions.  When you have over 2,500 branches across the country offering multiple products and services over several platforms through many channels, risk is complex.

Next Level Consulting_Regulatory Compliance Audit_Desktop.jpg

PROBLEM


Our branch operations team was tasked with updating the branch audit process to improve efficiency. Under the existing system each branch was reviewed annually. Audit teams reviewed 72 deposit activities and another 64 lending operations process performed daily in each branch. Each audit took several days to complete and a findings report was produced.




SOLUTION


To streamline the process and prioritize the audits, the team:

  • Reviewed existing audits to identify items that frequently received a fail or unacceptable rating and areas of the country that had the poorest ratings

  • Evaluated the relative importance of each item and developed a risk rating for each that reflected the likelihood of regulatory sanctions and fines, financial loss, negative reputational impact, and general operating risk

  • Developed a scorecard to provide more precise reporting and focus management attention on those items and areas of the country that posed the greatest risk




RESULT


Reduced the total number of annual branch audits each year and raised performance of high-risk locations. A new ratings system was developed and approved by internal audit and the regulators that created three branch classifications – “Good, Acceptable, and Poor.”

Those that received a ‘Good’ rating were moved to an 18-month review schedule. Acceptable rated branches continued to be reviewed on a 12-month basis with an action plan in place to move them to a Good rating. Poor performing branches were put on a 6-month review schedule and project team member was assigned to the branch to work with branch managers to institute best practices found in high performing banking centers.

The system allowed the auditors to focus on the greatest risk areas while providing much needed, targeted guidance to improve performance.