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The History

2018 - 2019
What did we do?
We lacked a method for optimizing various synergies across clients, partners, investors, and others. We needed to have a way of introducing those businesses that could make the most of each other's resources. We had to have matrices that mapped secondary and tertiary characteristics in the organization so that we did not make recommendations that were not optimal.

Why did we do that
Our clients will grow locally, regionally, nationally, and internationally. If they can, we must facilitate the situation so that they are the best where they can be the best and that they can grow into the markets they have the best conditions to grow. To be able to contribute, we must have maps showing whom they can grow with and where they have the best conditions to grow.

What did we end up with
We created a matrix for all our clients. It shows characteristics, systems, resources, and ambitions. We created a similar matrix for our partners and their characteristics, systems, resources, and ambitions. We devised a matrix that addresses different computer systems, which are compatible with each other and the limitations that exist so that the systems do not become a bottleneck for potential collaboration. We also created a similar matrix for those we defined as interest groups, so we can connect our clients with potential partners outside our system as well.
2017 - 2018
What did we do?
A work process for a company is no different from the process that runs an internal combustion engine. This means that the better the parts are aligned, the better the process will work as well as reduce the chances of something going wrong. Our business services are integrated throughout the business, which sets requirements and expectations for the other services and work processes the business performs. We had to create requirements specifications for all secondary services and parts of the business our activities affect or interact with. We had to create delivery descriptions of all our business technical processes and routines so that the company and its suppliers are able to customize their services as much as possible. We had to have a method for finding optimal partners, service providers that could complement our services based on size, legislation, and demographics.

Why did we do that
Our clients will achieve the goals we set together. This requires that all different elements of our clients work as well as possible, which in turn means that all business engineering processes must be integrated to produce them as much as possible. All horses must pull in the same direction. Then you cannot have work routines, work processes, work tools that are not adapted to each other, and the job to be done.

What did we end up with
We created a matrix of properties for our services that all of our business partners can leverage so that our joint deliveries can be as integrated as possible. We created a matrix for the properties our services need to be as efficient as possible so that we can find the partners that are best for our clients. We made a specification of the characteristics that different digital tools must possess in order to make the most of our services. We made an overview of the different computer systems we recommend based on our clients' ambitions.
2016 - 2017
What did we do?
There is a very small number of companies that are intuitively able to understand the needs that will arise for the company, given the galloping developments in sales and marketing. We had to create a service model that isolated all the elements of a service so that we could easily explain the what, how, and why of complex and new solutions. We then had to create a methodology that ensured that our prospects and clients were made aware of and entered into a process where they could assess their own needs against opportunities. We had to develop a model that could explain the academic, industrial, and financial background of our services. We had to develop a module to explain the service itself, and we had to develop a module that defined expectations for the start-up, implementation, and results of our services.

Why did we do that
We know how difficult it is to be in daily operation and, at the same time, to anticipate expected changes in the market situation. We understand how difficult it is to move up the value chain in their own market. We know that most businesses, given the right conditions, can grow unlimited. We know that all positions in a market are in play all the time. We know that we can assist the businesses that have the right ambitions to take the positions they want.

What did we end up with
We created a model for the production of services and all related material. We created a model that charted which businesses have the potential we are looking for. We created a model to take potential prospects into the issues our services handle. We created a model to implement our services so that effort and results are predictable and easy to understand. defined and structured routines for the further development of our core services
2014 - 2016
What did we do?
There is a universal understanding that all business development is ultimately a consequence of hard money. We had to create a system that mapped the various financing models in the industry. We had to find a system that identified the various institutions that can assist with financing in the industry. We had to create a system to identify the various companies that can assist with financing in the industry. We had to find a system that identified the various individuals who can assist with financing in the industry. We had to create a system that could profile different actors who can assist with financing in the industry. We had to create a system that could define different risk profiles for the industry.

Why did we do that
Financial capital is the last part of the Holy Trinity that constitutes business development and success. We had to have systems that capture established practices, actors, and expectations. We also had to have a methodology so that we can quickly find the mentioned variables, industry for industry, and market for market.

What did we end up with
We developed a matrix that finds the various established financing methods adapted to local conditions in an industry. We developed a matrix showing alternative financing methods for an industry. We developed a method to map everyone who can assist with financing in an industry.
2012 - 2014
What did we do?
An industry is governed by rules, laws, norms, and business culture. We had to create a system that captured the initiatives that led to legislative changes. We had to develop a system that captured dynamic changes in an industry. We had to create a system that caught up with new people with new ideas that we see will be incorporated into the industry. We had to develop a system that captures geographical and demographic differences in the industry. We had to create a system that can find local, regional, national, and international networks in an industry, and we had to find a system to understand perceived needs in an industry.

Why did we do that
An academic approach to business development is essential. At the same time, it is imperative to understand and understand inequalities between industries and how different theories must be weighed for optimal goal attainment. In order to make this weighting as accurate as possible, it must take into account the industrial dynamics, local variations, and the experience of the needs. By weighting, we mean how the different elements that make up the business models should be put together.

What did we end up with
We ended up with a proprietary matrix that finds and defines how different businesses and individuals interact in a given industry. We developed a method to capture political input in an industry. We developed a method to capture expected political results in an industry. We developed a method for and capturing exciting ideas and new people in an industry. We developed a method to clarify local, regional, national, and similar international characteristics.
2010 - 2012
What did we do?
All organic growth comes from marketing and sales. We had to create a system that captured all the modern research related to the industries we wanted to work with. We had to create routines that tested the research against relevant trends of the major sectors, technological, political, and other significant shifts. We had to have methods to test the research on reference persons in the industries we considered relevant so that we were able to make a local adaptation.

We knew we had to have a system and routines for acquiring and possessing the necessary academic competence to understand what is relevant, how data must be collected, and how it should be interpreted.

Why did we do that
We had to be objective. We needed to know that the solutions we present are the best of the best and the freshest of the fresh. We needed to know that the solutions come from the leading journals. We needed to know what is global and what requires to be adapted locally. We needed to know to what degree technology and politics were taken into account. We had to understand the method used so that we could understand what the conclusion is and what the assumptions are. And we needed to be able to distinguish between the cliff and the wheat, what is relevant and what is not relevant.

What did we end up with
We ended up with a list of 50 research journals that, in their respective academic environments, were considered the best journals. Researchers queued to publish their articles in these research journals.. We established a professional liaison for academic environments in all our disciplines. With various professional partners, we were able to interpret and understand studies, test the studies locally, and adapt the research to practical business models. As well as a routine for internal training, external training, and continuing education.

Postulates
(16) Anyone with the best data, who has the skills to understand the data and put the data at risk will win 9 out of 10 strokes. It is about understanding when, where, and whom to attack and stroke.

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