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Research


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What Became of Broadband?
Our New Offer: Beyond Strategy Consulting and I-banking.

Traditional approaches to both corporate strategy consulting and investment banking are clearly not working, especially for young, high-growth companies.

Too often they are very expensive and time-consuming, yet fail to produce either good investments or practical strategies that can be executed quickly. As an alternative, SHG has developed its own new "Virtual Business Development Team"™ model.

This approach (1) leverages the broad experience of its Senior Advisors, (2) achieves sharp improvements in speed and execution, (3) works much more effectively with internal management, and (4) shifts the compensation for our strategy and business development services toward a "pay-for-performance" model.

Meeting

Introduction - Drinking the Consulting/I-Banking "Kool-Aid"

SHG and its associates are proud to have done outstanding work for many leading corporate clients for more than a decade. However, it is probably fair to say that until the late 1990s, most of this work was performed in the classic strategy consulting mode that was first pioneered in the 1950s and 1960s by leading consulting firms like McKinsey, Bain, and BCG, and later refined by strategy boutiques like Monitor Group and Braxton in the 1980s and early 1990s.

This classic approach has been enormously lucrative for these firms and its leading practitioners. Indeed, it still provides the foundations for a strategy consulting market that now approaches more than $20 billion a year in the US alone.

Since several SHG Senior Advisors are veterans of such august institutions, it might be unseemly for us to bite this hand too hard. Furthermore, in some (increasingly rare) situations where the market and competitive conditions are stable enough to afford the time and big budgets that this approach usually requires, it may still be the way to go.

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Research - "Banking on the Internet"

This book examines the management challenges and industry impacts of new electronic retail financial services, especially Internet banking, brokerage, life insurance, and retail payments systems. Based on interviews with more than 50 leading experts in the arenas of online financial services and Internet technology, it considers the outlook for key Internet technologies, the "lessons learned" from previous industry experiences with managing new electronic channels, and the impacts that these new services may have on the basic terms of competition in the financial services industry.

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