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Gain access to FC’s private knowledge management system and download the very same files we have used in our consulting studies, winning >$1 million consulting proposals, bestselling books, flipcharts, and the consulting skills training programs on StrategyTraining.com.

There are three ways to access our knowledge management system

    1. $2,988 / year. Online read-only. The Consulting Vault.
    2. $9,997 / year. Download PDF copies. The Consulting Vault Pro.
    3. Price per document. Download editable PPT files. Digital Downloads.

Full Consulting Studies

    1. Tech M&A Merger Strategy Study (222 slides): more
    2. Market Entry Strategy Study (252 slides): more
    3. Corporate Strategy & Transformation Study (679 slides): more
    4. Competitive Strategy Study (116 slides) (Editors Choice)
    5. Operations Strategy Study (355 slides) (Editors Choice)
    6. Digital & IT Strategy Study (148 slides)
    7. Market Entry Screening & Ranking (304 slides) (Editors Choice)
    8. Mechanization Optimization Business Case (98 slides)

Consulting Methodologies

    1. Organization Design (6 slides)

>$1 million Consulting Proposals

    1. Proposal Template
    2. Feasibility Strategy Proposal
    3. Digital & IT Strategy Proposal
    4. Infrastructure Sustainability Proposal
    5. Pandemic Forecasting & Quantification Proposal
    6. Beer Pricing E6
    7. FDS DSM Funding Proposals E6
    8. Marketing Proposal E6
    9. Portfolio Optimization E6
    10. Store Rationalization Proposal E6
    11. Presentation Skills Training v7
    12. Critical thinking, problem solving, strategy and internal communication improvement training V6
    13. Manufacturing Quickstrike E1
    14. SAP Change Management Proposal E2
    15. Industrial Team-Based-Org. Rollout Proposal_E2
    16. Industrial Team-Based-Org. Rollout Proposal. Detailed_E2
    17. Knowledge Pack. Developing a CPG Product_Marketing Strategy E2
    18. FIFA 2022 Marketing Sponsorship Strategy_E2
    19. Business Transformation Proposal_E2
    20. Tech M&A Phase 1 Proposal_E2
    21. Phase 1 Turnaround & Transformation_E2
    22. Reorienting the Business Around Customers_E2
    23. Corp. Strategy & Transformation One Finished
    24. Corp. Strategy & Transformation Two Finished
    25. Corp. Strategy & Transformation Implementation
    26. Retail Banking Strategy Update & Way Forward
    27. Retail Banking Strategy Update & Way Forward Implementation
    28. Creating a Product Team – The Forum
    29. Implementing the Product Team Model – The Forum
    30. Implementing Portfolio Management Proposal
    31. Sell on Proposal

Consulting Layout Guides

    1. Consulting Project Client Update 1
    2. Consulting Project Client Update 2
    3. Consulting Project Client Update 3
    4. Consulting Project Client Update 4
    5. Layout Guide 1
    6. Layout Guide 2
    7. Charter
    8. Timeline
    9. Project Logic
    10. Model Architecture
    11. Problem Statement & Decision Tree
    12. Metric & Target Drivers and Levers
    13. Hypotheses
    14. Analysis Plan
    15. Storyboard
    16. Expectations Exchange
    17. Model 1-page description
    18. Model economic engine architecture
    19. Model process
    20. Study Staffing & Structure
    21. Study Governance
    22. Project room layout
    23. Issue Maps
    24. Weekly Update Meetings
    25. Focus Interviews
    26. Shadow Study
    27. Benchmarks
    28. Case Studies
    29. Financial Analyses
    30. Mid-point Review
    31. Team Temperature Check
    32. Benefit Chart
    33. Opportunity Chart
    34. Quick Wins
    35. Implementation Plan

Consulting Flipcharts

    1. Strategic Project Prioritization Workshop
    2. Strategy Scenario Planning Workshop

What does each engagement contain?

While each engagement is different—averaging between 150 and 500 slides—they are all structured as a series of updates to the client so our members can see how the engagement developed. FC Insiders will be very familiar with our unique approach to structuring engagements from StrategyTraining.com. Each engagement contains most of the following sections, though there will be some differences between engagements.

Executive Update 1

      1. Objectives
      2. Timeline
      3. Engagement logic
      4. Analysis structure
      5. Executive Summary
        1. Focus Interviews
        2. Focus Groups Interviews
        3. Initial Hypotheses
        4. Initial Business Case
          1. Financial decomposition
          2. Benefits levers
      6. Supporting Appendices

Executive Update 2

  1. Engagement overview including objectives and timelines
  2. Executive Summary & Initial Findings
    1. Top-down business case
      1. Financial review
      2. Value gap analysis
      3. External benchmarking
      4. Internal benchmarking
      5. Total opportunity
  3. Stream findings
  4. Stream hypotheses

Executive Update 3

  1. Engagement overview including objectives and timelines
  2. Bottom-up benefits case & Initial recommendations
    1. Finding per stream
    2. Opportunity charts
    3. Benefits charts
    4. Cumulative benefits
  3. Implementation Plan
    1. Engagement plan, logic, timelines and resourcing
    2. Stream charters, timelines and resourcing
    3. Pilot

Executive Update 4

  1. Engagement overview including objectives and timelines
  2. Recommendations
  3. Pilot implementation
    1. Initial quick-win results
    2. Next phase of the pilot

What does each proposal contain?

Elite firms can, and usually do, produce simpler proposals. The brand recognition of the firm typically leads to the sale, not because the proposal is unique. Our proposals are different because we have many boutique firm clients who need proposals with distinctive methodologies to differentiate themselves from larger firms. Therefore, where possible, our proposals contain:

  1. A distinctive approach/methodology
  2. Timelines
  3. Suggested pricing/resourcing based on a premium practice in the US

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How do I save 33% when subscribing?

You can save 33% by selecting Option C.

Option A/B:

Members must pay for 6 consecutive months of Premium membership BEFORE becoming an Insider: 6 x $167 = $1,002.

Thereafter, 12 months of FC Insider access costs: 12 x $167 = $2,004.

Therefore, the total cost for 12 months of FC Insider access is: $1,002 + $2,004 = $3,006.

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Members skip the 6-month waiting period to earn FC Insider status.

Total cost for 12 months of FC Insider access = $2,004.

Total savings: $3,006 – $2,004 = $1,002.

Percentage savings: $1,002 / $3,006 = 33.3%.

What do I receive as an FC Insider?

  1. Videos: All curated programs (thousands of episodes) on StrategyTraining.com + Android + iOS + Roku + Apple TV Apps.
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  2. Books: early access to some of our new books and journals (an additional fee is needed and terms apply).
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    1. Editable slides of full studies
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What updates are coming?

There will be major updates to 3 areas:

  1. Videos on StrategyTraining.com
  2. SLIDES
  3. Books

SLIDES contain the editable documents to some unreleased programs (listed below), programs already released, proposals, workshop packs and communication templates.

SLIDES is the largest and most innovative resource we have ever launched. Click To Tweet

Since it takes longer to record, edit and release the videos, some studies and their editable documents will appear in SLIDES much earlier than they appear in our video streaming service.

We focus our updates on career management, strategy, operations, digital, implementation and risk programs. Each of these are full studies, and there are more to come.

  1. Proposals
  2. Workshop packs
  3. Project templates
  4. Digital & IT Strategy Study
  5. Wealth Management Strategy Study
  6. Operations Strategy Study
  7. Implementation Program
  8. Corporate Restructuring & Turnarounds
  9. Infrastructure Strategy & Feasibility Study
  10. Market Entry Strategy Study
  11. Sales Force Optimization Strategy Study
  12. Investor Relations Strategy Study
  13. Risk & Pandemic Planning Strategy Study

Our Advanced Knowledge Management System aka SLIDES also includes project management tools and full CRM capabilities. Note that, as per above, SLIDES membership requires an additional fee and approval.

Will existing programs be updated or refreshed?

Here are some programs for which updates are scheduled.

  1. Corporate Strategy & Transformation Program Study
  2. Start-Up: Electric Car
  3. Start-Up: Digital Luxury Brands
  4. Andrew’s journey from Senior Manager to Equity Partner in 3 years
  5. Rebuilding a Consulting Practice
  6. Partnership Memoir
  7. Titans of Strategy Programs – 6 programs

Other existing programs will be updated and announced closer to the update.

How do I use the books, videos, editable slides and podcasts in concert?

  1. Books—use with the video training programs to quickly grasp core skills. Additional fee is applicable for books.
  2. SLIDES—use our editable studies, tools, templates, proposals and letters to significantly reduce the time it takes to generate results, lower your costs and improve the quality of your work. Additional fee and approval are applicable for SLIDES membership.
  3. Videos—gain mastery of core concepts to ensure that you solve the problem, implement the solution and bank the benefits.
  4. Coaching—to avoid roadblocks and trial-and-error, you can apply for 1-on-1 advice sessions (separate from private coaching which requires a referral from an alum). An approval and an additional fee is needed. In advice sessions a partner will evaluate your plan and help you develop a bespoke career strategy and solution. This is subject to availability and your admittance to the program.

How do I lose my FC Insider status?

FC Insider status is lost when your Premium subscription ends/pauses/lapses. Monthly Premium members must renew their membership monthly, and annual Premium members must renew their membership annually.

FC Insider status can only be restored by re-subscribing to Premium (access to StrategyTV.com/apps) and remaining a Premium member in good standing for another 6 consecutive months, or by following payment options B or C above, if such options are available at the time of your return and subject to approval.

We understand that sometimes there are billing problems outside of your control. If this happens, you have a 14-day period where your access is blocked, but you will immediately return to FC Insider status upon fixing the payment problems and covering the payment gap and admin fee when applicable.

After 14 days, access cannot be restored and all credits and/or access to FC Insider are lost. However, if you have special circumstances and inform us before the 14 days elapse, or have a valid reason why you could not contact us within 14 days, cover the payment gap and manual activation charges, we will work with you to try and help you retain your FC Insider status.

Once FC Insider status is granted, a member will remain within the elite FC Insider group for as long as they remain a Premium member in good standing—by upholding our terms and conditions, honor code and expectations of professionalism.

Should I watch programs I don’t particularly like?

There is little correlation between what we like and what will help transform our career.

If you want to be successful and move ahead of the curve, all the content is for you. Even if it may not seem to be immediately applicable to you, dive in and extract everything you can to help your career. You will see how the insights, approaches, and tools we teach are easily transferable between different industries and functions.

See the reviews for the programs and books here and here. You will see that we have a wide variety of clients who share our strong value system and commitment to solving tough problems that matter to the world.

Our content is relevant to everyone. If you are in industry or a partner in a boutique firm, a banker, research PhD etc. you may want to ignore the case interview training. Yet, you need to know the basics of calculations, building frameworks and solving problems before you can fully benefit from the advanced material.

Kevin Coyne, a former McKinsey world-wide strategy practice co-leader and a contributing partner for FIRMSconsulting, mentions that a key assumption he makes is that viewers have the basic problem-solving skills taught in earlier programs. Click To Tweet

If you do not have those skills, the FC Insider content is more difficult to understand.

For example, the Andrew program is about building an innovation practice at a major professional services firm. You would most likely ignore this program if you didn’t care about innovation or work at a professional services firm. Yet, to become a partner, one must be able to sell between $4-5 million worth of work.

The program with Andrew is about how we taught him to sell—it’s about sales and implementation. It is incredibly detailed with approximately 200 episodes and more to come.

It is focused on the innovation function for a professional services firm, but the skills are relevant to every FC Insider. Many FC Insiders have transformed their careers across various industries and functions because of this single, in-depth program.

The biggest mistake clients make is ignoring a program because they think it is not directly applicable to them.

Programs often focus on 5 different areas:

  1. Teaching a technical/functional skill like strategy, sales, operational improvement etc.
  2. Set in a sector like mining, banking etc. so we can discuss the details to make the program realistic.
  3. Set in a specific country to analyze legal and regulatory issues.
  4. Teaching soft skills.
  5. Highlighting a real client’s personal experience so you can understand the journey of someone who has gone through similar struggles.

So, if you see a program called “Entering the US Banking Market,” remember it is a market entry program, and it will be helpful for you even if you are not in banking. Because you can learn from one of the 5 areas outlined above, you are investing your time wisely—these programs are extremely valuable to see how we structure, plan and execute analyses, manage the client, write up slides and conduct focus interviews.

The subject of a program is not important. Critical skills like structuring a study, developing hypotheses, storyboards, analyses and presenting to CEOs will be important to anyone, anywhere. Click To Tweet

Define what you want to learn, locate it and then focus on it.

In other cases, some clients just want to learn the IT strategy approach, for example, taught in that program. We understand why that may be the case. Yet, we truly want you to succeed in the long-term. It is far more effective to learn the underlying way we think so that you can develop your own approaches. If you do not learn this, you will spend a large chunk of your life searching for the best approaches, but each problem is unique. It’s important to learn how to develop unique approaches/solutions to whatever problems you may encounter in your career.

The price is high for me. What can I do?

I believe that everyone who is willing to work hard should have an opportunity in life. I want to offer you what I would have greatly benefited from in my own life. To create such an opportunity, we created many affordable books you can benefit from to start getting results, and to put yourself in a position to be able to afford FC Insider access. Here are the books available at this time:

Succeeding as a Management Consultant: https://amzn.to/3a3atTn

Turquoise Eyes: https://amzn.to/3bzVa6g

Marketing Saves the World: https://amzn.to/2xcJqYA

Mavis: https://amzn.to/3iUkSWD

Strategy Insights: https://amzn.to/3pGcflh

Strategy. Part 1 – https://amzn.to/3BPMbe3

Strategy. Part 2 – https://amzn.to/3tbsbiU

The Private Equity Strategy Quick Guide: https://amzn.to/2ZTQi7L

The Corporate Wellness Strategy Quick Guide: https://amzn.to/3jh8RgZ

The Digital & Information Technology Strategy Quick Guide: https://amzn.to/2UOlB4v

The Strategy Journal: https://amzn.to/2QGft9d

The Operations Management Journal: https://amzn.to/32nMtc7

The Investment Journal: https://amzn.to/3u3g8mz

The Leadership Journal: https://amzn.to/3AQ3NXh

Digital & Information Technology Strategy Journal: https://amzn.to/3jmDmlu

The Strategy Visioning Workshop Journal: https://amzn.to/3u5VROE 

The Corporate Wellness Strategy Journal: – https://amzn.to/3mj0GAN

We also published hundreds of podcasts and articles all of which are available at no charge. Our podcast channels Strategy Skills as well as Case Interviews and Management Consulting are ranked among top 5-10 for careers in many countries.

We also introduced the FC Ambassador program for selected members in difficult financial situations—primarily in developing countries—for whom we arrange a discounted Premium membership fee during their time as FC Ambassadors.

FC Ambassadors help FC with important projects and deliver weekly measurable and meaningful results. FC Ambassadors deeply care about FC’s growth and put in the work required each week to honor their FC Ambassador status. Over the years, we have seen many FC Ambassadors graduate from the program and transfer to regular FC Insiders because they used their time as an FC Ambassador to transform their careers and lives, and now they can easily afford monthly or annual premium membership fees.

Enquiries can be sent to [email protected]. Very few spots are available and meaningful weekly contribution is required.

Consulting Case Study: The One Thing Every Consulting Case Study Must Produce

A case study is one of the most common tools used anywhere a major decision has to be made, whether it’s within a large company, or it’s for a consulting firm advising a company. This common tool is so often used but people don’t really think about what a case study should deliver. So today I want to talk about logical case studies and really focus you on the one thing that a consulting case study should deliver. If you can deliver this one thing, it doesn’t matter whether the rest of the case study is missing components or it’s not very clear.

https://youtu.be/EKCDqf2HPws

Now let’s show you a slide that we put together in the corporate strategy and transformation program where we’re helping Empire International, a very large energy utility, restructure themselves.

consulting case study

If you want to see the whole live study with all of the details so far, you can go to the StrategyTraining.com website to view Corporate Strategy and Transformation Study, and we’re still adding more components to it. If you are not a member, you can still get samples of some of our content by going to Firmsconsulting.com/promo and we’ll send you some sample content.

Extract the key insight from the consulting case study into one slide

Back to our slide, it’s a very straightforward and insightful slide. I’m not going to talk you through the slide because you can read it for yourself. What I want to talk you through today is why we presented this slide versus a 20-slide deck on the case study.

Think about this, right! When a firm or a consultant does a case study, the perception is that the consulting case study should be about 5 to 20 slides. There should be a cover page, a summary page, an executive summary page, the details and lessons learned. That is what other people do.

What I had always done when I was an associate, or when I became an engagement manager, what I had always instructed the teams to do even when I led teams directly as a partner, is that I asked them to focus less on the fluff, and if they can extract the key insight from the consulting case study into one slide, that is far more valuable to me.

Can you imagine I’m presenting to an executive and I’ve got to present this 20-slide deck for each of four case studies? That’s 80 slides, in which a lot of pages are just redundant and nonsense whereby there are the cover page, summary page, index page, and so on, which are unnecessary. The client does not need to know all of the background. The client does not need to know all of the things you analyze, either. They want to know the deepest insight that is relevant to them, which can be depicted on just one slide in any case study you do.

And you have to be careful, creative, and take some time to figure out how to create that one slide designed in such a way that you can show the insight versus using just any standard templates the firm has, which is one of the dangers you have. Firms have these template guides. You pick a template to use and populate it with data even when the template does not allow you to convey the key message you want in just one slide.

So if you are doing a consulting case study ask yourself this, “What is the one most important thing you want the client to know from this case study?” It’s possible that you want the client to know three important things. That’s fine, then you can have three slides, or you can have two important things in one slide and the third thing on the second slide, giving you a total two slides.

The habit of showing clients a lot of slides

You want to break away from the habit of showing the client you did work by presenting to them many slides. Initially, you may impress the client with the amount of work you’re doing, but at the end of the study when the senior members of the client team are talking about the insights and value, it would be apparent that you haven’t actually shown them anything important or that you haven’t actually extracted some piece of information that is useful.

They’re never going to say, “Well, you know, this consulting firm gave us a three hundred slide deck; therefore, they brought a lot of value even though we can’t really understand the insights.

I remember once working with a very large firm. This is after I left and I was considering joining them, and they let me talk to some of their consulting teams. The team I was talking with was from New York and they were doing this really in-depth set of analyses. I mean extremely detailed mapping of the sector and so on. I remember talking to them and saying, “What is your hypothesis? Why you are doing this?” And I remember the engagement manager, who I think was a senior manager, telling me that, “Well, we’re doing all this analysis, and hypotheses will come later.” That to me is a problem.

They’re doing a lot of analyses because they want to show that they’re busy, and they’re producing a lot of slides. It looks like an equity report from an equity analyst but there’s no insight and it’s going to take me forever to go through it. I remember looking at the slide deck and it was incredibly detailed 70 slides on the sector. They went out, analyzed everything, and summarized everything but I couldn’t know what they were telling me because even they didn’t know what they were telling me.

They were opting for an enormous amount of slides without giving me that one insight that I needed to know. In fact, they were coping out and making me do the work. They were making me read all of this and it’s dense with tiny writing. Some of the font was size five on a PowerPoint which is really small and is ageism as well because it doesn’t let old people to read it, which is another problem you have to deal with.

If you’re doing a consulting case study, figure out the most important thing you want to say and say it on one slide

If you’re doing a consulting case study. In fact, if you’re doing anything, figure out the most important thing you want to say and say it on one slide. If there’s nothing else more important you want to say, no one is going to punish you for that and say, “Well, you have been doing the case study on the entire company for three weeks.” That’s fine because if you come up with one very important insight, that’s okay. And remember sometimes you can do a case and there’s nothing really useful there.

One insight, one slide to get your message across. You will become a better consultant if you do that. Of course the flip side is don’t just produce one slide because you are lazy. You must have some deep message and deep sight in that one slide for your consutling case study.

Articles you may find helpful:

Business Case Study Research: The Pernicious Mistake Made

Business Case Example: The 10 Best Free Examples in 2020 (McKinsey, Bain, BCG, Deloitte etc.)

Business Acumen – Step-by-Step Guide to Improve It

If you want to see samples of our advanced training materials go to FIRMSconsulting.com/promo and sign up for free to receive sample materials.

Recommended books:

strategy consulting firm succeeding as a management consultantSucceeding as a Management Consultant

When people think about the business strategy we often think about the field of strategy consulting/management consulting and firms like McKinsey, BCG, et al. If you are interested in learning how to conduct a management consulting engagement, you will likely enjoy this book. Succeeding as a Management Consultant is a book set in the Brazilian interior. This book follows an engagement team as they assist Goldy, a large Brazilian gold miner, in diagnosing and fixing deep and persistent organizational issues. This book follows an engagement team over an 8-week assignment and explains how they successfully navigate a challenging client environment, develop hypotheses, build the analyses, and provide the final recommendations. It is written so the reader may understand, follow, and replicate the process. It is the only book laying out a consulting assignment step-by-step. A great book if you want to learn consulting skills, including how to put together an effective consulting case study.

strategy consulting firm Marketing saves the worldMarketing Saves the World, Bill Matassoni’s Memoir 

Bill Matassoni’s (Ex-McKinsey and Ex-BCG Senior Partner) Marketing Saves The World is a truly unique book. Never before has a McKinsey partner published his memoir publicly. This book is a rare opportunity – a true exclusive – to see what shapes the thought process of a partner and learn about marketing and strategy. The memoir essentially lays out McKinsey’s competitive advantage and explains how it can be neutralized. A great book if you want to enhance your presentation skills and communication skills. If you are interested in learning how to put together an effective consulting case study and in general if you are interested in management consulting you will enjoy this book. 

strategy consulting firm Turquoise eyesTurquoise Eyes: A Novel about Problem Solving & Critical Thinking

Turquoise Eyes started off the groundbreaking new genre developed by FIRMSconsulting that combines compelling narrative while teaching problem solving and critical thinking skills. Set after a bank begins implementing a new retail banking strategy, we follow Teresa García Ramírez de Arroyo, a director-general in the Mexican government, who has received some disturbing news. A whistleblower has emailed Teresa with troubling news about a mistake in the loan default calculations and reserve ratios. The numbers do not add up. The book loosely uses the logic and financial analyses in A Typical McKinsey Engagement, >270 videos.

WHAT IS NEXT? We hope you enjoyed the above article Consulting case study: the one thing every consulting case study must produce. If you would like to get more training resources sign up for our email updates on FIRMSconsulting.com/promo. This way you will not miss exclusive free training episodes and updates which we only share with the Firmsconsulting community. And if you have any questions about our membership training programs (StrategyTV.com/Apps & StrategyTraining.com/Apps) do not hesitate to reach out to us at support @ firmsconsulting.com. You can also get access to selected episodes when you sign-up for our newsletter above. Continue developing your strategy skills.

Cheers, Kris

PODCASTS: If you enjoy our podcasts, we will appreciate if you visit our Case Interviews podcast or Strategy Skills podcast on iTunes and leave a quick review. It helps more people find us.

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We produce an extensive list of podcasts, books, videos, slides and other media. This content guide can help you navigate your way through and build your career development plan. It’s helpful to remember that a leader gets things done. Therefore, always think about how to implement your ideas.

We offer 6 services:

  1. Books—use in conjunction with video training programs to quickly grasp core skills.
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  2. Slides—use our curated editable studies, tools, templates, proposals and letters to significantly reduce the time it takes to generate results, lower your costs and improve the quality of your work.
  3. Videos—gain mastery of core concepts to ensure that you solve the problem, implement the solution and bank the benefits.
  4. Coaching—to avoid roadblocks and trial-and-error, you can book 1-on-1 advice sessions in which a partner will evaluate your plan and help you develop a bespoke career strategy and solution. This is subject to availability and your admittance to the program.
  5. Coaching— Eligible to apply for 1-on-1 coaching only if referred by a prior coaching client. We do not accept applications without a referral. These are the longer coaching programs that Andrew, Amrit, Peter, Tatiana, Richard etc., participated in.
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While you are excited to learn please remember it is a great privilege being granted the permission – it is not your right – to advise a client on their most pressing issues. Be it external client if you are a consultant or internal clients if you work outside of consulting.

We trust that you understand and respect the great responsibility that comes with the skills you will learn and the access you will have. What you will find below is not a complete list of all our programs. We have far too many. This is simply a categorization of what we offer.

Given we have >6,300 videos, >400 podcast, books and editable slides, please visit the websites to see what is available at this time since we often make changes. Click To Tweet

You can find our video content streamed/available at the following locations:

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Strategy, Operations, Implementation, Digital & Leadership

Strategy, Operations and Implementation studies and other advanced consulting and business skills training programs teach consultants and executives the skills of McKinsey, BCG et al partners to solve real business problems. Some programs teach you how to conduct actual studies in real situations while dealing with the messy and political nature of gaining acceptance for your recommendations from colleagues. Other programs focus on soft skills or career development.

Great care is taken to design highly realistic and detailed training programs which recreate a business environment as closely as possible. Each training program we curate takes between 1 to 2 years to plan and produce. Implementation. Building an Innovation Division was developed over 4 years as we mentored Andrew from Senior Manager to Senior Partner at one of the world’s largest professional services firms.

Descriptions of each program can be found on the StrategyTraining.com website.

As stated above, it is best to work through the step-by-step studies and other advanced programs once the core case interview program skills (especially within TCO I, III & II) are mastered, even for members who are not preparing for case interviews. This is important because TCO is designed to help develop foundational skills required to make the most of our more advanced FC programs.

As you progress further through the latest studies you will notice the concepts are more complex. You will need the foundational skills from earlier programs to understand them.

Guide to using the training

Our consulting and business skills training consists of the following sample programs. The full list of programs and episodes that are available can be found on StrategyTraining.com.

All programs teach the skills that McKinsey, BCG et al partners possess.

  1. Business Case Analysis
  2. M&A Strategy Study (The Tech Merger Study)
  3. First 90 Days in Consulting
  4. Market Entry Strategy Study
  5. Corporate Strategy & Transformation Study
  6. Building an Innovation Division
  7. Implementing an Operations Strategy
  8. Rebuilding a Consulting Practice
  9. The Start-Up. In 2 Years
  10. Partnership. Memoir
  11. McKinsey to Private Equity
  12. US/Canada/UK Immigration
  13. Life After Consulting: Daniel’s move from McKinsey to Banking
  14. Corporate Strategy & Transformation Study Partner Guide (iTunes)
  15. Big Data Study Partner Guide
  16. Implementation Study Partner Guide
  17. Turnaround Study Partner Guide
  18. IT & Digital Strategy Study Partner Guide
  19. FC Greatest Clients
  20. The Bill Matassoni Show, Season 1
  21. The Bill Matassoni Show, Season 2 (coming soon)
  22. The Bill Matassoni Show, Season 3 (coming soon)
  23. How to become a McKinsey Partner, 1st Time Revealed by Kevin P. Coyne
  24. How to be Influential & Make an Impact by Kevin P. Coyne
  25. Competitive Strategy by Kevin P. Coyne
  26. Advanced Competitive Strategy by Kevin P. Coyne
  27. Foundations of Problem Solving & Critical Thinking by Kevin P. Coyne
  28. The MasterPlan Program 21 Day Program
  29. Implementing the MasterPlan 21 Day Program
  30. US Immigration Best-Practices 21 Day Program
  31. How to Reboot a Stalled Career 21 Day Program
  32. How to Find Great Mentors 21 Day Program
  33. How to Sell Like a Partner 21 Day Program
  34. How to Develop Big Insights 21 Day Program
  35. Replacing Income with Online Freelance Consulting 21 Day Program
  36. How to Manage a Crisis 21 Day Program
  37. Getting Ahead of the Recession 21 Day Program
  38. How to Find a Job During The Recession 21 Day Program

The studies below will soon be coming to FC Insiders:

  1. Digital & IT FIG Strategy Study
  2. Wealth Management Strategy Study
  3. Operations Strategy Study
  4. Implementation Program
  5. Corporate Restructuring & Turnaround Study
  6. Infrastructure Strategy & Feasibility Study
  7. Market Entry Strategy Study
  8. Sales Force Optimization Strategy Study
  9. Investor Relations Strategy Study
  10. Risk & Pandemic Planning Strategy Study

To gain all the requisite skills of a partner you will need to focus on four areas:

  1. Hard problem-solving skills
  2. Communication skills
  3. The philosophy/values of management consulting
  4. Skills to implement all the above in your career

Implementing the skills is going to be the toughest part. For example, it is one thing to learn about value chain analyses and it is quite another to figure out the following:

  1. When should a value chain analysis be used?
  2. How do I adjust the analysis for my situation?
  3. What data do I need?
  4. How do I find the data?
  5. What must I do if a colleague will not supply the data?
  6. How do I convince peers to use the insights?
  7. How do I accomplish all steps above without alienating my co-workers?

Our training teaches the technical skills, as well as soft skills, and covers these seven steps above. Implementation. Building an Innovation Division, The Start Up, First 90 Days in Consulting with Henri St-Pierre, Rebuilding a Consulting Division and Partnership. Memoir are wholly dedicated to helping you understand how to implement the thinking we teach.

  1. The M&A Strategy Study teaches the basics of problem solving and running a study within a real environment. All studies teach the basics but this study is wholly focused on foundational skills.
  2. Building an Innovation Division shows you how we helped a client use all the skills we teach to implement his own career strategy by helping him rebuild the innovation business at one of the world’s largest professional services firms. This program explains the detailed steps taken to implement the advice offered in all the other programs.
  3. Memoir will take you through the strategy and tactics used by a partner who rose all the way from business analyst to director. This focuses both on the unusual career strategies used and the tactics to implement the career strategy.
  4. Rebuilding a Consulting Practice covers just 12 months in a consultants’ career as they lead the turnaround of a failing strategy practice at one of the firm’s key emerging markets offices.

You can start anywhere you wish, but, assuming you have the time and want to play the long game to build the skills correctly, use the order above.

The Start Up is a big new program. We have admitted clients into our program and will help them build new multi-million-dollar revenue companies. Everything we do, including the templates used, meetings held, funding, e-commerce tools, website templates will be documented so you can replicate our approach.

  1. The 1st business is a digital luxury brands business. You can follow that program on StrategyTraining.com.
  2. The 2nd business is a digital miner. That will also be coming to StrategyTraining.com.
  3. The 3rd business is an electric car company being developed in China.

Titans of Strategy

Titans of Strategy is the marque program we launched in 2017 and it still going. We invited some of the most influential partners in the history of McKinsey, BCG et al to teach you concepts in strategy, leadership, marketing etc., that they have never taught before to a broad audience. If you want to know how a partner thinks through critical issues, and follow this approach, this is the series of programs to watch.

Each program is shot in HD and, in some cases, within some of the most iconic architectural landmarks. Every concept they teach is broken down into multiple steps so you may follow their thinking and ultimately replicate their approach. We hope you like it.

Slides

SLIDES is just as the name says. You can now edit, download and use all the advanced slides we have developed for our studies. This will significantly improve your capabilities. It is probably one of the greatest competitive advantages we have offered our clients. Member also have access to full CRM and project management online tools.

This is the biggest initiative we are launching in the history of FIRMSconsulting, to give our members an unassailable competitive advantage. Click To Tweet

This is a sample of the full editable material SLIDES will have within its first year of launch:

  1. Digital & IT FIG Strategy Study
  2. Wealth Management Strategy Study
  3. Operations Strategy Study
  4. Implementation Program
  5. Corporate Restructuring & Turnaround Study
  6. Corporate Strategy & Transformation Study
  7. Infrastructure Strategy & Feasibility Study
  8. Market Entry Strategy Study
  9. Market Entry Strategy Study (2)
  10. M&A Merger Strategy Study
  11. Sales Force Optimization Strategy Study
  12. Investor Relations Strategy Study
  13. Risk & Pandemic Planning Strategy Study

Case Interviews

Case Interview training programs, primarily The Consulting Offer (TCO), are the foundational programs. They teach core skills in communication, structuring, logical problem solving, calculations, estimations and decision making that will be very useful even to those not preparing for case interviews. The strategy, operations and implementation training programs assume a grasp of these foundational skills and all clients, even senior executives, find it useful to first go through at least the main parts of TCO before learning from the more complex training programs.

Think of our case training as a bridging program for someone in industry who wants to learn strategy. You don’t need to go through the material, but it will significantly improve your critical thinking skills.

  1. TCO I, Felix, joins MBB Europe
  2. TCO I, Sanjeev, joins BCG Asia
  3. TCO I, Rafik
  4. TCO I, Samantha
  5. TCO II, Alice Qinhua Zhou, joins McKinsey NYC
  6. TCO II, Michael Klein
  7. TCO III, Jennifer Nwankwo, joins Bain Boston
  8. TCO III, Zach Steinfeld
  9. TCO IV, Sizan, MSc
  10. TCO IV, Ritika Mohan, joins McKinsey NE USA
  11. TCO IV, Haris, Big 4 National Practice Leader (currently in development)
  12. TCO IV, Dylan, Booth MBA (currently in development)
  13. TCO IV, Francisco, Accenture Consultant (currently in development)
  14. TCO IV, Assel, joins McKinsey Europe
  15. EMBA / Experienced Hire Program with Tom
  16. TCO Solution Videos
  17. Case Studies of FC’s Greatest Clients

Given the depth of the videos, it is best to watch The Consulting Offer content over approximately 12 – 18 months. The sessions should be watched in the following order:

  1. Assel joins McKinsey Europe: Covers the main concepts quickly
  2. EMBA/Experienced Hire: Covers the main concepts quickly
  3. TCO I: At least watch the episodes on estimation and brainstorm
  4. TCO III: At least watch the episodes on breakeven analyses / cost-volume-profit curves / marginal cost curves
  5. TCO II: McKinsey unstructured final round interviews with partners

Keep in mind the following:

  1. The EMBA and Assel programs cover all the concepts quickly but give you enough to understand everything very well.
  2. TCO I is the foundational program. If you really struggle with the basics and need to be taught everything slowly, start here.
  3. You could start TCO I (Felix followed by Sanjeev), then TCO III (Jen followed by Zach) and finally TCO II. It is still advised to go through the EMBA and Assel programs first.
  4. Not moving on to a subsequent session until all concepts and techniques are mastered in the previous session.
  5. It is best not to watch numerous videos back-to-back. Watching 4 to 5 videos per hour is generally not recommended. Nor is trying to watch all of TCO in one month. We rigorously track and analyze member viewing data and have determined that binge-watching does not work. We use data to make all decisions governing our programs and our advice is based on both our subscription members and having mentored over 1,000 candidates via 1-on-1 coaching.
  6. Each video teaches new skills and requires time to understand. Make careful notes and revise them regularly to ensure key techniques/concepts are internalized. Carefully follow all advice, including advice on developing/improving business judgment, communication etc.
  7. We do not teach frameworks. We teach you how to develop bespoke structures for any problem. This means you will never ever need to memorize a framework. Skipping towards frameworks in the videos is not the best way to learn and is discouraged. Moreover, you will miss the communication skills training within an episode.
  8. Distinguish between learning and practicing. They are different. Be wary of practicing when you do not understand the concepts taught or practicing with members whom have poor case interview techniques. If you do not understand a concept, it will be difficult for you to explain why you are doing it. Practicing the wrong skills reinforces the wrong skills. First learn the correct techniques and only then practice.

This is how we recommend using TCO:

  1. Resumes:
    1. Always complete your resume first despite the urge to jump into cases. Resume editing is a difficult process requiring numerous iterations done in small bursts.
    2. Only begin networking once the resume editing process is completed.
    3. The cover letter should be written after the networking process commences and is about midway done.
  2. If you can, go through all of the EMBA program and Assel programs.
  3. With TCO I, pick two candidates as your base and use these candidates’ files to prepare. Ideally, focus on Felix and then Sanjeev.
  4. Review your notes from past practice sessions and from before you joined this program, and focus on just the top 3-4 areas for improvement.
  5. While watching each session in TCO I it is useful to review additional solution videos. These were the videos used by the TCO I participants to prepare for their coaching sessions.
  6. Per session: Always start with the session where the participant is being trained by the partner. These are vital sessions and should not be skipped. They are more important than the solution videos.
  7. Per session: Watch the candidates’ case session videos and pause videos to do the cases alongside them.
  8. Per session: Watch the “perfect answer” video.
  9. Per session: Take the time to review the material, practice and ensure you can explain the main concepts from the session.
  10. Test your knowledge of each TCO I session with our quizzes.
  11. Per session: Create a new list of top 3-4 development priorities. Do not list all development areas.
  12. If you have time, review the perfect answers from TCO I for Samantha and Rafik.
  13. Never begin with TCO II. And never watch each TCO II episodes just once. They should be watched at least 3 times. In TCO II we teach partner final-round cases that cannot be solved with frameworks and they assume an understanding of the strategy approach to break-even curve analyses as taught in TCO III.
  14. While working through TCO I, simultaneously follow our iTunes podcasts series, Case Interviews & Management Consulting, by listening to useful episodes. We do not duplicate content across our programs so do not ignore the iTunes channel. This program is the #1 ranked iTunes channel for case interviews with over 350 podcasts.

When watching all the videos ask yourself the following questions:

  1. Do I understand the underlying principle taught?
  2. Could I explain the principle to a colleague?
  3. Could I apply the principle to a case?
  4. Do I recognize the interview pattern?

All members, but especially EMBAs & Experienced hires, should listen to our dedicated program for EMBAs & Experienced Hires while working through TCO I. This has turned out to be one of the most useful programs we have. Every client finds that it helps them quickly and effectively.

Enjoy learning and let us know if you will have any questions by writing to us at [email protected]

Best regards.

Kris Safarova

Presiding Partner

 

This is what is required to build intellectual property. It is a critical competitive advantage that most firms/professionals/consultants try to develop yet eventually quit.

First

Think of the time and cost savings in having the best slides available to your team. Not generic templates that are empty, but detailed study slides tracking a problem from start to finish.

The value you can immediately bring to your clients/colleagues by having the right tools and seeing how they are used. Click To Tweet

Imagine being able to see how actual studies are done and being able to use/edit those files to support your clients.

Video explanations of each slide of many studies in SLIDES can be found on StrategyTraining.com should you want to understand how the partner developed/used the slide (FIRMSconsulting Insider level membership is required).

Second

Let’s assume you are part of a 10-person boutique consulting firm or part of a 10-person office within a large firm.

It’s March and your office has completed four projects so far this year.

Each consultant has created 100 unique files (word, PowerPoint, excel etc.) in those 3-months.

The files are a mix of quality-standards. Some are unformatted drafts and others are incomplete PowerPoint decks. A mishmash of design and branding. Assume just 10% are finished documents that can be shared.

Most don’t have obvious names and have file names like “Client Deck V5”. So, searching for a useful file is hard. Not to mention the problem of files being stored across 10 laptops.

It’s just 10 people so there is no time to go back through each file and name them. It’s very difficult to do this.

All 10 people have to agree on a naming convention and stick to it, that is assuming they could come up with the correct naming convention and are willing to follow it. And errors in the naming convention will always creep in.

It is now December. And your team has diligently been uploading documents every quarter. In the 4th quarter you ask them to convert the newest files to a new format and upload. How do they know where all the documents created in the last 12 months reside on their laptop? So how do they know what to upload without being forced to upload everything again?

Let’s assume they were able to make time to fix, tag and name every document. How will you store them and access them when traveling? Click To Tweet

Assuming your firm had the time and could do this, the files would need to be stored somewhere, usually online. That would be 1,000 files (10-people x 100 files) stored online and probably only searchable by title.

If the online interface is not user-friendly and bulky, it would not be used.

Since most of the files, 90%, are incomplete drafts, anyone using the online database will generally have to click on many files to find 1 useful file.

And that can be tedious if the online database is slow and requires one to download each file to check what is there.

And forcing consultants to include detailed descriptions and keywords makes the task of cataloguing the 100 files even more difficult. Due to this requirement most consultants would probably use the incorrect labels or not load files into the system at all.

Assuming the files are all online, you also need to keep online and offline backups. You need a way to automatically sync that entire database to another online database and at least 3 offline hard drives. How would you do this? It’s very hard to do. Do you backup all files monthly or just the new files loaded in the last month? How do you easily backup only the latest files?

Assuming you have all your firm’s files in one place, how do you ensure the files can be read a few years down the line. Old PowerPoint, excel and word files are often not compatible with new online storage systems. So even if you succeed in getting them all online, over time files become unreadable.

If you are successful at building this database over 10 years, your prize is to go through the entire process of opening every file, updating the format and reloading them. You have to do this roughly every 10 years.

How do you make the files accessible anywhere and anytime on a smartphone or laptop, tagging and curating them, and creating categories with descriptions?

How do you surface the best content?

It is a significant competitive advantage to have this easy access to all files. And imagine how much you have lost in 10 years with files sitting on old laptops and discarded or backed up but not in a way they can be accessed.

Imagine your consulting staff turns over every 3 years (that is, everyone is replaced in that time due to resignations, managing people out etc.). As they leave with their project knowledge, this database becomes the only way to retain knowledge.

This is where many firms fail. It’s not that they fail at learning from rivals, they fail at using what they already have. And for a smaller firm which does not have many resources to begin with, knowing how to archive and easily use what you do have is very important.

Even if you work at a major firm, if your smaller office does not have access to the best content of the New York, Boston, London, Singapore etc., offices, you are essentially not much different from a boutique firm that may not have these resources.

Imagine if you had an online system that brought together the most insightful analyses in strategy, operations, implementation, digital etc. AND combined the best work your firm has ever done, best templates, neatly arranged files, with all files tagged, tracked and backed-up accurately?

SLIDES solves this problem

Use our curated study slides, tools, methodologies and toolkits.

Edit online.

Upload all your files to your SLIDES folder.

We take care of the storage, backups and conversions.

We take care of loading new tools, methodologies and toolkits.

We protect your competitive advantage.

Elijah is a BCG associate based in Europe. He is a graduate of a European university where he finished first in his class. He is one of the youngest clients we have and was accepted into Deloitte S&O, McKinsey, Bain and Roland Berger during his graduate recruitment. He was a client of the case coaching program before joining the consultants program. He has been at BCG for over 13 months.

Why did you seek additional help for your consulting career?

I was not predicting any problems in my consulting career. I expected it to be tough with a steep learning curve and some knocks, but manageable at the end. I joined the program to manage the upside of my career.

I enjoyed the Firmsconsulting case coaching program and believe the advice was unique. Exactly what I was told would happen, happened. I was told in my mid-point feedback that I would do very well at BCG, struggle to get into McKinsey and Bain, but get there, and land Roland Berger and Deloitte S&O if I could demonstrate better competency on my teamwork skills. That is what happened.

I thought that if Firmsconsulting guided me so well through the program, and knew some of the partners in my office, I could use them to maximize my career. I did not want to struggle nor did I want to take the average amount of time to achieve my goals. I wanted to break the sound barrier! I felt this could be achieved via this unique program.

I had good chemistry with my coach and we had a nice friendship. I trusted him and relied on him to the point of vacation planning! Building that type of trust takes time and I did not want to squander it. It was my competitive advantage and I still take the time to nurture our relationship.

Michael works crazy hours. He is always online and you can almost always get him on Skype. Therefore I swapped our relationship. I started offering to help him, which is the advice he gave me to build strong mentoring relationship at BCG. The most important thing is to invest in the relationship. Which I do – every day in every way!

For example, my strategy has been to help Firmsconsulting by assisting on many of the initiatives the firms has on the go. I wanted to give back to the community. I was involved way back in January 2012 when the first session planning was done and Michael mapped out the exciting changes they were planning. I was super keen to be asked for my contributions in January 2013 and even more excited by the huge amount of progress made. I cannot wait for the changes to come out!

What was your strategy for using the program?

I had a good strategy! We would plan out my week during the weekend and touch-base any time during the week if I needed to speak. The main part for me was splitting the advice into two parts. I always wanted to know what I should do to be a good consultant AND how I could shoot the lights out. I would push Michael for ideas on how to complete the work better and better.

Although I was pushy at times, I think my coach kept me in check if I lost focus of things. I would usually try to create these perfect and complicated slides and I was told to stick to the big picture. I was forced to go back and understand why the slide was being prepared and how it would support the overall message. This taught me an important lesson that the quality of the message is more important than the amount of information on the slide. That was a struggle for me because better usually meant more and more, and for Michael it meant less and less, but the little information on the slide must be perfectly aligned to the purpose of the slide.

How did the program help you, if at all?

I talk about less and less content being more and more quality and I can provide some good examples of that.

On my first financial modelling engagement I was like the energizer bunny – all excited about building my slides to show my analyses and findings. I put together a 54 slide deck and was talking through my work with Michael. He stopped me after slide 3 and wanted to know why I was generating a 54 slide deck for the client. I did not have a good answer and said something along the lines of needing to show them my calculations and all the work I did so they could understand the final recommendation.

I am still stunned by the stupidity of that answer.

Michael made me split the presentation into two parts. The first part was just 7 slides consisting of my recommendations, the reasons for my recommendation and the implications for the business. The rest was the detail. It was very interesting to see how much better my updates with clients and the team improved when I forced attention on the findings – those 7 slides. This idea of less is more helped with my communication, ability to generate an impact with clients and reduced my workload – do not underestimate the benefit of less work.

It is humongous in consulting.

Younger consultants did the opposite. They tried to cram in as many slides as possible and with as much details on the slides as possible. I can now see how poorly that reflects on them and how confusing it is to clients.

Do you recall any memorable moments?

When I found a good mentor within BCG, I wanted to know how to thank him for his support. I wanted to take him for lunch etc. Michael told me my mentor was likely talking about me to other partners. Therefore, my performance was partly affecting the credibility of the partner. The best thing I could do to thank him was to live up to his expectations and do an exceptional job on the engagement.

This would vindicate my mentor’s decision to place me on the study. I probably would not have come to that conclusion myself but it made sense to me. The time my mentor allocated to me started increasing as my performance improved.

To quote Michael:

“Partners can like any consultant. Good or bad. Yet, they will only invest time and mentor someone who can rise to the top. You need to realize, you don’t pick mentors, they pick you and you need to give them enough merit-based decisions to select you and keep the relationship going.”

Would you like anything changed in the program?

It would be nice if there was some way for me to anonymously meet and talk to other clients in the program. There is no “support group” for management consultants and it would be very nice to listen to others stories and experiences in building one’s career. I would especially want to listen to the experiences of Firmsconsulting’s other consulting clients. The rest of the program is very good.

We have published the most useful client feedback. Our commitment to confidentiality prevents us from disclosing the identity of our clients and other confidential information, and we may alter details to prevent such disclosure. Some client feedback may be lightly edited for grammar, spelling or prose, though we never alter or remove any information. Clients in our consultants coaching program are forbidden from sharing sensitive client data with us.

Last updated August 9, 2022

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2. Service Rules

2.1 General

You agree not to engage in any of the following prohibited activities: (i) copying, distributing, or disclosing any part of the Service in any medium, including without limitation by any automated or non-automated “scraping”; (ii) using any automated system, including without limitation “robots,” “spiders,” “offline readers,” etc., to access the Service in a manner that sends more request messages to the Firmsconsulting servers (including SLIDES, StrategyTraining.com/apps, StrategyTV.com/apps and other Firmsconsulting platforms) than a human can reasonably produce in the same period of time by using a conventional on-line web browser; (iii) transmitting spam, chain letters, or other unsolicited email; (iv) attempting to interfere with, compromise the system integrity or security or decipher any transmissions to or from the servers running the Service; (v) taking any action that imposes, or may impose at our sole discretion an unreasonable or disproportionately large load on our infrastructure; (vi) uploading invalid data, viruses, worms, or other software agents through the Service; (vii) collecting or harvesting any personally identifiable information, including account names, from the Service; (viii) using the Service for any commercial solicitation purposes; (ix) impersonating another person or otherwise misrepresenting your affiliation with a person or entity, conducting fraud, hiding or attempting to hide your identity; (x) interfering with the proper working of the Service; (xi) accessing any content on the Service through any technology or means other than those provided or authorized by the Service; (xii) bypassing the measures we may use to prevent or restrict access to the Service, including without limitation features that prevent or restrict use or copying of any content or enforce limitations on use of the Service or the content therein; (xiii) using any Firmsconsulting Content in any manner that might tarnish, disparage, or reflect adversely on such Firmsconsulting Content; (xiv) using the Service or any Firmsconsulting Content (as defined) to support, incite or promote discrimination, hostility or violence; (xv) using any Firmsconsulting trademark or any variant thereof including misspellings as a domain name or as part of a domain name, as a metatag, keyword, or any other type of programming code or data; (xvi) adopting or using, without our prior written consent, any word or mark which is similar to or likely to be confused with Firmsconsulting trademarks; (xvii) copying, imitating or using, in whole or in part, the look and feel of the Service (including but not limited to all page headers, custom graphics, button icons, and scripts) without the prior written consent of Firmsconsulting; (xviii) uploading any content that is sexual or pornographic or links to such material.

Accessing the audiovisual content available on the Service for any purpose or in any manner other than Streaming (as defined below) is expressly prohibited. “Streaming” means a contemporaneous digital transmission of an audiovisual work via the Internet from the Firmsconsulting Service to a User’s device in such a manner that the data is intended for real-time viewing and not intended to be copied, stored, permanently downloaded, or redistributed by the User.

We may, without prior notice, change the Service; stop providing the Service or features of the Service, to you or to Users generally; or create usage limits for the Service. We may permanently or temporarily terminate or suspend your access to the Service without notice and liability for any reason, including if in our sole determination you violate any provision of this Agreement, or for no reason. Upon termination for any reason or no reason, you continue to be bound by this Agreement. If your account is terminated for any reason, you must obtain written authorization from Firmsconsulting prior to establishing another account. If you attempt to establish another account without obtaining such authorization, Firmsconsulting may permanently ban you from the Service. You may not have more than one active account at any time without the written consent of Firmsconsulting in each instance.

Private 1-on-1 coaching hours must be used within 24 months from the date of payment for such coaching services.

You are solely responsible for your interactions with other Firmsconsulting Users. We reserve the right, but have no obligation, to monitor disputes between you and other Firmsconsulting. Firmsconsulting shall have no liability for your interactions with other Users, or for any User’s action or inaction.

2.2 TRADEMARK RIGHTS

Firmsconsulting(R) is a registered trademark. The names, trademarks, service marks, and logos of Firmsconsulting belong exclusively to Firmsconsulting and are protected from reproduction, imitation, dilution or confusing or misleading uses under national and international trademark and copyright laws. All other trademarks, service marks, and logos (including third-party product names) are the property of their respective owners. The use or misuse of these trademarks is expressly prohibited and nothing stated or implied on these Sites confers on you any license or right under any patent or trademark of Firmsconsulting or any third party.

2.3 COMPETITOR ACCESS

We expressly forbid competitors and/or organizations, individuals or any other legal or unincorporated entities in the exploratory stages of forming a competitor from accessing any of our content. Firmsconsulting will disable all such accounts without any financial recourse to the competitors and/or organizations, individuals or any other legal or unincorporated entities in the exploratory stages of forming a competitor.

3 COMMUNITY GUIDELINES

The Firmsconsulting community, like any community, functions best when its users follow a few simple rules. By accessing and/or using the Websites, you agree to comply with these community guidelines (the “Community Guidelines”) and that:

  • You will comply with all applicable laws in your use of the Websites and will not use the Websites for any unlawful purpose;
  • You will not upload, post, email, transmit, or otherwise make available any content that:
    • infringes any copyright, trademark, right of publicity, or other proprietary rights of any person or entity; or
    • is defamatory, libelous, indecent, obscene, pornographic, sexually explicit, invasive of another’s privacy, promotes violence, or contains hate speech (i.e., speech that attacks or demeans a group based on race or ethnic origin, religion, disability, gender, age, veteran status, and/or sexual orientation/gender identity); or
    • discloses any sensitive information about another person, including that person’s email address, postal address, phone number, credit card information, or any similar information.
  • You will not “stalk,” threaten, or otherwise harass another person;
  • You will not spam or use the Websites to engage in any commercial activities;
  • If you post any Registered User Content, you will stay on topic;
  • You will not access or use the Websites to collect any market research for a competing business;
  • You will not impersonate any person or entity or falsely state or otherwise misrepresent your affiliation with a person or entity;
  • You will not interfere with or attempt to interrupt the proper operation of the Websites through the use of any virus, device, information collection or transmission mechanism, software or routine, or access or attempt to gain access to any data, files, or passwords related to the Websites through hacking, password or data mining, or any other means;
  • You will not cover, obscure, block, or in any way interfere with any advertisements and/or safety features (e.g., report abuse button) on the Websites;
  • You will not use any robot, spider, scraper, or other automated means to access the Websites for any purpose without our express written permission; provided, however, we grant the operators of public search engines permission to use spiders to copy materials from the public portions of the Websites for the sole purpose of and solely to the extent necessary for creating publicly-available searchable indices of the materials, but not caches or archives of such materials;
  • You will not take any action that imposes or may impose (in our sole discretion) an unreasonable or disproportionately large load on our technical infrastructure; and
  • You will let us know about inappropriate content of which you become aware. If you find something that violates our Community Guidelines, please let us know, and we’ll review it.
  • We reserve the right, in our sole and absolute discretion, to deny you access to the Websites, or any portion of the Websites, without notice, and to remove any content that does not adhere to these Community Guidelines.

4 RESTRICTIONS

The Websites are only available for individuals aged 13 years or older. If you are 13 or older, but under the age of majority in your jurisdiction, you should review this Agreement with your parent or guardian to make sure that you and your parent or guardian understand it.

5 SIGN-IN NAME; PASSWORD; UNIQUE IDENTIFIERS

During the registration process for Registered Users, we will ask you to create an account, which includes a username name (“Username Name”), a password (“Password”), and additional information that will assist in authenticating your identity when you log-in in the future (“Unique Identifiers”).

Certain information you provide when creating an account will be made available to the public. This may include you your username, name, location and bio.

When creating your account, you must provide true, accurate, current, and complete information. Each Username Name and corresponding Password can be used by only one Registered User, and sharing your access credentials with others (especially if they are using your credentials to access our proprietary Content (as defined below)) is a material breach of this Agreement.

You are solely responsible for the confidentiality and use of your Username Name, Password, and Unique Identifiers, as well as for any use, misuse, or communications entered through the Websites using one or more of them. You will promptly inform us of any need to deactivate a Password or Username Name, or change any Unique Identifier. We reserve the right to delete or change your Password, Username Name, or Unique Identifier at any time and for any reason and shall have no liability to you for any loss or damage caused by such action. Firmsconsulting will not be liable for any loss or damage caused by any unauthorized use of your account.

6 FEES AND PAYMENT

Non-Subscription billing. You may be required to make a payment for a non-subscription service such as our 1-on-1 coaching and/or books. You will be required to complete the payment manually of your own free will. We do not verbally accept credit card and/or banking details to process transactions on behalf of clients.  Through the act of completing any and all payment/s to us you acknowledge acceptance of these terms. If you do not accept these terms please do not complete the payment. When you complete a payment we do not have access to your banking details since they are managed by 3rd party payment processors. ALL SUCH PAYMENTS ARE NONREFUNDABLE AND THERE ARE NO REFUNDS FOR PARTIALLY USED OR UNUSED PERIODS.

Eligibility. You are eligible to use our subscription-based content up to the end of your paid monthly billing period. For 1-on-1 coaching you must begin and end the training program within 24 months of joining the program. At our sole discretion we may allow the training to progress past the 24 month cut-off time. In these situations the need to extend the cut-off time needs to be communicated to us well before the cut-off period.

Recurring Billing. By starting your Firmsconsulting membership and providing or designating a Payment Method, you authorize us to charge you a monthly membership fee at the then current rate, and any other charges you may incur in connection with your use of the Firmsconsulting service to your Payment Method. You acknowledge that the amount billed each month may vary from month to month for reasons that may include differing amounts due to promotional offers, including gift card redemption and promotional code redemption, and/or changing or adding a plan, and you authorize us to charge your Payment Method for such varying amounts, which may be billed monthly in one or more charges. If you opt-in to receive payment notifications, we will send notification on the day your credit card is charged to the email address you provide us.

Price Changes. We reserve the right to adjust pricing for our service or any components thereof in any manner and at any time as we may determine in our sole and absolute discretion. Except as otherwise expressly provided for in these Terms of Use, any price changes to your service will take effect following email notice to you.

Billing Cycle. The membership fee for our service will be billed at the beginning of the paying portion of your membership and each month thereafter unless and until you cancel your membership. We automatically bill your Payment Method each month on the calendar day corresponding to the commencement of your paying membership. Membership fees are fully earned upon payment. We reserve the right to change the timing of our billing, in particular, as indicated below, if your Payment Method has not successfully settled. In the event your paying membership began on a day not contained in a given month, we may bill your Payment Method on a day in the applicable month or such other day as we deem appropriate. For example, if you started your Firmsconsulting membership or became a paying member on January 31st, your next payment date is likely to be February 28th, and your Payment Method would be billed on that date. Your renewal date may change due to changes in your Membership. Visit our website and click on the “Manage your Account” link on the footer to see the commencement date for your next renewal period. We may authorize your Payment Method in anticipation of membership or service-related charges. As used in these Terms of Use, “billing” shall indicate a charge, debit or other payment clearance, as applicable, against your Payment Method. Unless otherwise stated differently, month or monthly refers to your billing cycle.

No Refunds. PAYMENTS ARE NONREFUNDABLE AND THERE ARE NO REFUNDS OR CREDITS FOR PARTIALLY USED PERIODS. FAILURE TO CANCEL YOUR MEMBERSHIP FOR ANY REASON WILL NOT LEAD TO A REFUND. Following any cancellation, however, you will continue to have access to the service through the end of your current billing period. At any time, and for any reason, we may provide a refund, discount, or other consideration to some or all of our members (“credits”). The amount and form of such credits, and the decision to provide them, are at our sole and absolute discretion. The provision of credits in one instance does not entitle you to credits in the future for similar instances, nor does it obligate us to provide credits in the future, under any circumstance.

Payment Methods. You may edit your Payment Method information by visiting our website and clicking on the “Manage your Account” link, available at the bottom of the pages of the Firmsconsulting website. If a payment is not successfully settled, due to expiration, insufficient funds, or otherwise, and you do not edit your Payment Method information or cancel your account (see, “Cancellation” below), you remain responsible for any uncollected amounts and authorize us to continue billing the Payment Method, as it may be updated. This may result in a change to your payment billing dates. For certain Payment Methods, the issuer of your Payment Method may charge you a foreign transaction fee or other charges. Check with your Payment Method service provider for details.

Cancellation. You may cancel your Firmsconsulting membership at any time, and you will continue to have access to the Firmsconsulting service through the end of your monthly billing period. WE DO NOT PROVIDE REFUNDS OR CREDITS FOR ANY PARTIAL-MONTH MEMBERSHIP PERIODS OR UNWATCHED MATERIAL. To cancel, go to the “Manage your Account” page on our website and follow the instructions for cancellation. Cancellations can only be made through our website at www.firmsconsulting.com and not through our digital applications. If you cancel your membership, your account will automatically close at the end of your current billing period. To see when your account will close, click the “Manage your Account” page. If you signed up for Firmsconsulting using your account with a third party as a Payment Method, and wish to cancel your Firmsconsulting membership at any time, including during your free trial, you may need to do so through such third party, including by visiting your account with the applicable third party and turning off auto-renew, or unsubscribing from, the Firmsconsulting service through that third party. You may also find billing information about your Firmsconsulting membership by visiting your account with the applicable third party. You must cancel your membership at least 24 hours before it is due for renewal in order to avoid billing of the membership fees for the next billing cycle to your Payment Method.

Firmsconsulting Insider. When billed monthly FC Insider status is gained after being a Premium member for 6 consecutive months (on the 7th billing). When billed monthly FC Insider status is lost when a Premium membership breaks, ends, cancels or lapses for any reason for more than 14 days for any reason.  After 14 days the subscription is treated as “broken,” access cannot be restored and all credits and/or access to FC Insider are lost. To regain FC Insider status, a member will need to activate their Premium subscription and remain an active Premium subscriber for another 6 consecutive full months after rejoining. During this time they will have access to StrategyTV.com/apps but will not have access to StrategyTraining.com/apps. During the 14 day lapsed-billing period access is blocked but members will immediately return to FC Insider status upon resuming their membership.  If payment fails for any reason and a member corrects the payment problem within 14 days, the renewal date will automatically switch to the new date on which the payment problem was corrected. Since FC Insider status requires no lapse in the billing we will automatically bill you a pro-rated amount for the lapsed billing equal to: your subscription daily fee x # days renewal date pushed forward. We reserve the unconditional right to make any changes, without notice, including, but not limited to, adding and removing programs, and changing access conditions. We also reserve the exclusive, unconditional and non-negotiable worldwide right to deny an eligible member access to FC Insider for any reason. However, such an action usually occurs when a member is no longer in good standing (e.g. in breach of our terms and conditions).

Account Management. Managing accounts, including the process of cancellation is the sole responsibility of the member. Firmsconsulting does not handle/manage any accounts on behalf of clients. We may review account details on behalf of a client but it is the responsibility of the member to make any and all necessary changes.

7 INTELLECTUAL PROPERTY

Users of our Websites hereby understand that the material, such as tools, processes, strategies, videos, graphics, images, sound recordings, information presented on our Websites, and other material provided by or on behalf of Firmsconsulting (collectively referred to as the “Content”) is copyrighted and proprietary, so users agree not to record, download, duplicate, distribute, teach or train from our information in any manner whatsoever without our express written permission. Any unauthorized use or distribution of our Websites proprietary concepts, materials, and intellectual property by you or your representatives is prohibited and Firmsconsulting may pursue legal action and full damages if these terms are violated in order to protect its rights.

If you violate any part of this Agreement, your permission to access and/or use the Content and the Websites automatically terminates and you must immediately destroy any copies you have made of the Content. All goodwill generated from the use of Firmsconsulting Trademarks inures to our benefit.

8 REGISTERED USER CONTENT; LICENSES

As noted above, the Websites provides Registered Users the ability to post and upload Registered User Content. You expressly acknowledge and agree that once you submit your Registered User Content for inclusion into the Websites, it will be accessible by others, and that there is no confidentiality or privacy with respect to such Registered User Content, including, without limitation, any personally identifying information that you may make available. You, and not Firmsconsulting, are entirely responsible for all your registered user content that you upload, post, email, or otherwise transmit via the websites, and you will indemnify us in respect of any loss, liability, claim, or damage suffered or incurred by us in connection with your registered user content.

You retain all copyrights and other intellectual property rights in and to your own Registered User Content. You do, however, hereby grant us and our sublicensees a non-exclusive, royalty-free, freely sublicensable, perpetual license to modify, compile, combine with other content, copy, record, synchronize, transmit, translate, format, distribute, publicly display, publicly perform, and otherwise use or exploit (including for profit) your Registered User Content and all intellectual property and moral rights therein throughout the universe, in each case, by or in any means, methods, media, or technology now known or hereafter devised. You also grant us and our sublicensees the right, but not the obligation, to use your Registered User Content, your Sign-In Name, name, likeness, and photograph in connection with any use of the related Registered User Content permitted by the previous sentence and/or to advertise and promote the Websites, Firmsconsulting, and our products and services. Without limiting the foregoing, you acknowledge and agree that uses of your Registered User Content, name, likeness, and photograph permitted by the foregoing rights and licenses may include the display of such Registered User Content, name, likeness, and photograph adjacent to advertising and other material or content, including for profit.

If you submit Registered User Content to us, each such submission constitutes a representation and warranty to Firmsconsulting that such Registered User Content is your original creation (or that you otherwise have the right to provide the Registered User Content), that you have the rights necessary to grant the license to the Registered User Content under the prior paragraph, and that it and its use by Firmsconsulting and its content partners as permitted by this Agreement does not and will not infringe or misappropriate the intellectual property or moral rights of any person or contain any libelous, defamatory, or obscene material or content that violates our Community Guidelines.

9 COMMUNICATIONS WITH US

Although we encourage you to email us, we do not want you to, and you should not, email us any content that contains confidential information. With respect to all emails and communications you send to us, including, but not limited to, feedback, questions, comments, suggestions, and the like, we shall be free to use any materials or information including but not limited to ideas, concepts, know-how, or techniques contained in your communications for any purpose whatsoever, including but not limited to, the development, production, and marketing of products and services that incorporate such information without compensation or attribution to you.

10 DISCLAIMERS

THE INFORMATION, SERVICES, PRODUCTS, TRAINING PROGRAMS, CLAIMS AND MATERIALS ON OUR WEBSITES ARE PROVIDED “AS IS” AND WITHOUT WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED. WE DISCLAIM ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED EFFECTIVENESS OF THE IDEAS OR TECHNIQUES LISTED ON THIS WEBSITES AS WELL AS THOSE THAT ARE PROVIDED IN OUR PRODUCTS AND TRAINING PROGRAMS. NEITHER WE NOR ANY OF OUR RESPECTIVE LICENSORS OR SUPPLIERS WARRANT THAT ANY FUNCTIONS CONTAINED IN THE WEBSITES WILL BE UNINTERRUPTED OR ERROR-FREE, THAT DEFECTS WILL BE CORRECTED, OR THAT THE WEBSITES OR THE SERVER THAT MAKES THEM AVAILABLE ARE FREE OF VIRUSES OR OTHER HARMFUL COMPONENTS. NEITHER WE NOR ANY OF OUR RESPECTIVE LICENSORS OR SUPPLIERS WARRANT OR MAKE ANY REPRESENTATIONS REGARDING THE USE OR THE RESULTS OF THE USE OF THE SERVICES, PRODUCTS, INFORMATION OR MATERIALS IN THIS SITE IN TERMS OF THEIR CORRECTNESS, ACCURACY, RELIABILITY, OR OTHERWISE.

Applicable law may not allow the exclusion of implied warranties, so the above exclusion may not apply to you. We do not endorse, warrant or guarantee any speakers, products or services offered on the Websites or those we link to. We are not a party to, and do not monitor, any transaction between users and third party providers of products or services.

To the maximum extent permitted by applicable laws:

(i) we shall not be subject to liability for any delays or interruptions of the website from whatever cause, and you agree that you use the content and the websites at your own risk;

(ii) we disclaim all warranties, including, but not limited to, warranties of title, merchantability, non-infringement of third parties’ rights, and fitness for particular purpose and any warranties arising from a course of dealing, course of performance, or usage of trade;

(iii) we shall not be liable for any damages whatsoever (including, without  limitation, direct, incidental and consequential damages, lost profits, or damages resulting from lost data or business interruption) resulting from the use or inability to access and use the websites or the content, whether based on warranty, contract, tort (including negligence), or any other legal theory, even if we have been advised of the possibility of such damages.

If your use of the websites or the content results in the need for servicing or replacing equipment or data, we shall not be responsible for those costs unless required by applicable laws. You (and not we or any of our respective licensors or suppliers) assume the entire cost of all necessary servicing, repair or correction to your system.

The websites may contain technical inaccuracies or typographical errors or omissions. Unless required by applicable laws, we are not responsible for any such typographical, technical, or other errors listed on the Websites. The Websites may contain information on certain products and services, not all of which are available in every location. A reference to a product or service on the Websites does not imply that such product or service is or will be available in your location. We reserve the right to make changes, corrections, and/or improvements to the websites at any time without notice.

11 LIMITATION OF LIABILITY

To the maximum extent permitted by applicable law, in no event shall Firmsconsulting, its affiliates, agents, directors, employees, suppliers or licensors be liable for any direct, indirect, punitive, incidental, special, consequential or exemplary damages, including without limitation damages for loss of profits, goodwill, use, data or other intangible losses, that result from the use of, or inability to use, this service, including without limitation, your submission of User Content or Stock Media. Under no circumstances will Firmsconsulting be responsible for any damage, loss or injury resulting from hacking, tampering or other unauthorized access or use of the service or your account or the information contained therein.

To the maximum extent permitted by applicable law, Firmsconsulting assumes no liability or responsibility for any (i) errors, mistakes, or inaccuracies of content; (ii) personal injury or property damage, of any nature whatsoever, resulting from your access to or use of our service; (iii) any unauthorized access to or use of our secure servers and/or any and all personal information stored therein; (iv) any interruption or cessation of transmission to or from the service; (v) any bugs, viruses, trojan horses, or the like that may be transmitted to or through our service by any third party; (vi) any errors or omissions in any content or for any loss or damage incurred as a result of the use of any content posted, emailed, transmitted, or otherwise made available through the service; and/or (vii) user content or the defamatory, offensive, or illegal conduct of any third party. In no event shall Firmsconsulting, its affiliates, agents, directors, employees, suppliers, or licensors be liable to you for any claims, proceedings, liabilities, obligations, damages, losses or costs in an amount exceeding the amount you paid to Firmsconsulting hereunder or $100.00, whichever is greater.

No action, regardless of form or nature, arising out of this agreement may be brought by or on behalf of you more than one (1) year after the cause of action first arose.

Notwithstanding anything to the contrary contained herein, Firmsconsulting shall not be liable for any damages, costs or losses arising as a result of modifications made to User Content, Stock Media, or other content, any additions or combinations of User Content or Stock Media with other content, or the context in which the User Content, Stock Media, or other content is used by you.

This limitation of liability section applies whether the alleged liability is based on contract, tort, negligence, strict liability, or any other basis, even if Firmsconsulting has been advised of the possibility of such damage. The foregoing limitation of liability shall apply to the fullest extent permitted by law in the applicable jurisdiction.

Some states do not allow the exclusion of implied warranties or the exclusion or limitation of incidental or consequential damages, so the above limitations or exclusions may not apply to you. This agreement gives you specific legal rights, and you may also have other rights which vary from state to state. The disclaimers, exclusions, and limitations of liability under this agreement will not apply to the extent prohibited by applicable law.

Firmsconsulting makes no representations that the Service is appropriate or available for use in locations other than United States. Those who access or use the Service from other jurisdictions do so at their own volition and are entirely responsible for compliance with all applicable United States and local laws and regulations, including but not limited to export and import regulations. You may not use the Service if you are a resident of a country embargoed by the United States, or are a foreign person or entity blocked or denied by the United States government. Unless otherwise explicitly stated, all materials found on the Service are solely directed to individuals, companies, or other entities located in the United States.

Under no circumstances, including but not limited to negligence, will we or any of our licensors or suppliers be liable for any special or consequential damages that result from the use of, or the inability to use, the materials or information on the Websites or Firmsconsulting other platforms, or any products or services provided pursuant to the Websites or Firmsconsulting other platforms, even if advised of the possibility of such damages. Applicable law may not allow the limitation or exclusion of liability or incidental or consequential damages (including but not limited to lost data), so the above limitation or exclusion may not apply to you. In no event shall the total liability to you by us or any of our licensors or suppliers for all damages, losses, and causes of action (whether in contract, tort, or otherwise) exceed the amount paid by you to us, if any, for accessing the Websites or other Firmsconsulting platforms or for using our services. Under no circumstances will we be held responsible or liable, directly or indirectly, for any loss or damage that is caused or alleged to have been caused to you in connection with your use of any advice, goods or services you receive from a guest speaker on our Websites or at one of our events. We are also not responsible or liable for any loss or damage that is caused or alleged to have been caused to our guest speakers in connection with the display of their photo, name, or biography posted on our Websites or other Firmsconsulting platforms or in our marketing materials.

12 NO PROFESSIONAL ADVICE

The information contained in or made available through the Websites (including but not limited to information contained on message boards, in text files, or in chats) cannot replace or substitute for the services of trained professionals in any field, including, but not limited to, financial, medical, psychological, or legal matters. In particular, you should regularly consult a doctor in all matters relating to physical or mental health, particularly concerning any symptoms that may require diagnosis or medical attention. We and our licensors or suppliers make no representations or warranties concerning any treatment, action, or application of medication or preparation by any person following the information offered or provided within or through the Websites. Neither we nor our partners, or any of their affiliates, will be liable for any direct, indirect, consequential, special, exemplary or other damages that may result, including but not limited to economic loss, injury, illness or death. You alone are responsible and accountable for your decisions, actions and results in life, and by your use of the Websites, you agree not to attempt to hold us liable for any such decisions, actions or results, at any time, under any circumstance.

13 EXTERNAL SITES

The Websites may contain links to third-party websites (“External Sites”). These links are provided solely as a convenience to you and not as an endorsement by us of the content on such External Sites. The content of such External Sites is developed and provided by others. You should contact the site administrator or webmaster for those External Sites if you have any concerns regarding such links or any content located on such External Sites. We are not responsible for the content of any linked External Sites and do not make any representations regarding the content or accuracy of materials on such External Sites. You should take precautions when downloading files from all websites to protect your computer from viruses and other destructive programs. If you decide to access linked External Sites, you do so at your own risk.

14 REPRESENTATIONS; WARRANTIES; AND INDEMNIFICATION

If you are a Registered User, you hereby represent, warrant, and covenant that:

  • You own or have the necessary licenses, rights, consents, and permissions to all trademark, trade secret, copyright, or other proprietary, privacy, and publicity rights in and to your Registered User Content and any other works that you incorporate into your Registered User Content, and all the rights necessary to grant the licenses and permissions you grant hereunder;
  • Use of your Registered User in the manners contemplated in this Agreement shall not violate or misappropriate the intellectual property, privacy, publicity, contractual, or other rights of any third party; and
  • You shall not submit to the Website any Registered User Content that violates our Community Guidelines set forth above or any other term of this Agreement.
  • You agree to defend, indemnify, and hold us and our officers, directors,       employees, agents, successors, licensees, and assigns harmless from and against any damages, liabilities, losses, expenses, claims, actions, and/or demands,  including, without limitation, reasonable legal and accounting fees, arising or       resulting from:

(i) your breach of this Agreement;

(ii) your access to, use or misuse of the Content or the Websites; and/or

(iii) your violation of any third-party rights, including without limitation    any copyright, trademark, property, publicity, or privacy right. We shall provide notice to you of any such claim, suit, or proceeding and shall assist you, at your expense, in defending any such claim, suit, or proceeding. We reserve the right to assume the exclusive defense and control (at your expense) of any matter that is subject to indemnification under this section. In such case, you agree to cooperate with any reasonable requests assisting our defense of such matter.

15 COMPLIANCE WITH APPLICABLE LAWS

Content displayed on our website may be stored on servers in multiple countries. We may move data securely between said servers. We make no claims concerning whether the Content may be downloaded, viewed, or be appropriate for use outside of Nevada. If you access the Websites or the Content from outside of Nevada, you do so at your own risk. Whether inside or outside of Nevada, you are solely responsible for ensuring compliance with the laws of your specific jurisdiction.

16 TERMINATION OF THE AGREEMENT

We reserve the right, in our sole discretion, to restrict, suspend, or terminate this Agreement and your access to all or any part of the Websites, at any time and for any reason without prior notice or liability. We reserve the right to change, suspend, or discontinue all or any part of the Websites at any time without prior notice or liability.

17 DIGITAL MILLENNIUM COPYRIGHT ACT

Firmsconsulting respects the intellectual property rights of others and attempts to comply with all relevant laws. We will review all claims of copyright infringement received and remove any Content deemed to have been posted or distributed in violation of any such laws.

Our copyright agent under the Digital Millennium Copyright Act (the “Act”) for the receipt of any notice of claims of copyright infringement is Firmsconsulting LLC who can be reached as follows:

By mail: 187 E. Warm Springs Rd., Suite B158, Las Vegas, NV 89119

By e-mail: [email protected]

If you believe that your work has been copied on the Websites in a way that constitutes copyright infringement, please provide our copyright agent with the following information:

(a)        an electronic or physical signature of the person authorized to act on behalf of the owner of the copyright interest;

(b)       a description of the copyrighted work that you claim has been infringed;

(c)        a description of where the material that you claim is infringing is located on the      site;

(d)       your address, telephone number and e-mail address;

(e)        a statement by you that you have a good faith belief that the disputed use is not    authorized by the copyright owner, its agent, or the law; and

(f)        a statement by you, made under penalty of perjury, that the above information in  your notice is accurate and that you are the copyright owner or authorized to act         on the copyright owner’s behalf.

18 CONTROLLING LAW

This Agreement and any action related thereto will be governed by the laws of the Great State of Nevada in the United States of America without regard to its conflict of laws of other provisions.

19 BINDING ARBITRATION

In the event of a dispute arising under or relating to this Agreement, the Content, or the Websites including provision of our products and services (each, a “Dispute”), either party may elect to finally and exclusively resolve the dispute by binding arbitration. Any election to arbitrate, at any time, shall be final and binding on the other party. IF EITHER PARTY CHOOSES ARBITRATION, NEITHER PARTY SHALL HAVE THE RIGHT TO LITIGATE SUCH CLAIM IN COURT OR TO HAVE A JURY TRIAL. DISCOVERY AND APPEAL RIGHTS MAY ALSO BE LIMITED IN ARBITRATION. All disputes will be resolved before a neutral arbitrator, whose decision will be final except for a limited right of appeal, if applicable.

The arbitration may be conducted in person, through the submission of documents, by phone, or online. If conducted in person, the arbitration shall take place in Las Vegas. Firmsconsulting LLC. may litigate in court to seek injunctive relief.

All claims must be brought in the parties’ individual capacity, and not as a plaintiff or class member in any purported class or representative proceeding, and, unless we agree otherwise, the arbitrator may not consolidate more than one person’s claims. You agree that, by entering into this agreement, you and Firmsconsulting are each waiving the right to a trial by jury or to participate in a class action.

20 CLASS ACTION WAIVER

You agree that any arbitration or proceeding shall be limited to the Dispute between us and you individually. To the full extent permitted by law, (i) no arbitration or proceeding shall be joined with any other; (ii) there is no right or authority for any Dispute to be arbitrated or resolved on a class action-basis or to utilize class action procedures; and (iii) there is no right or authority for any Dispute to be brought in a purported representative capacity on behalf of the general public or any other persons. YOU AGREE THAT YOU MAY BRING CLAIMS AGAINST US ONLY IN YOUR INDIVIDUAL CAPACITY AND NOT AS A PLAINTIFF OR CLASS MEMBER IN ANY PURPORTED CLASS OR REPRESENTATIVE PROCEEDING.

21 PRIVACY POLICY

As discussed in Section 4 of this Agreement, in order to become a Registered User, you are required to provide us with specified personal information. This information is used to communicate with you and to improve the efficiency of your experience with the Website. Webpages requiring information from you are clearly marked and contain input fields which identify required information.

Although it is our policy not to resell the information you give us, we reserve the right to, from time to time, use this information to notify you of future product releases, company events and other information either via e-mail, mail, or telephone. We may contract a third party (such as a professional telemarketing firm or a bonded direct mail house) to perform this task.

Firmsconsulting may rely on the use of “cookies” or other tracking software as part of its web platform. It is also possible that some pages on the website may use cookies as a result of software updates or the incorporation of third-party service providers software or programming on the Website. Cookies are strings of text written by programs on this site to a disk file on your computer. They contain information to help us better serve you next time you return to the site. Most browsers can be configured to either notify you when sites create cookies or to disallow the creation of cookies. Refer to the documentation that came with your browser or the online help files supplied with your browser for instructions that will allow you to better control how cookies are written to your hard disk.

Registered users are also reminded to refer to Section 7 of this Agreement in relation to any Registered User Content they may provide to Firmconsulting.

22 OUR PROPRIETARY RIGHTS 

Except for your User Content, the Service and all materials therein or transferred thereby, including, without limitation, software, images, text, graphics, illustrations, logos, patents, trademarks, service marks, copyrights, photographs, audio, videos, music, User Content belonging to other Users, and Stock Media belonging to other Users (the “Firmsconsulting Content”), and all Intellectual Property Rights related thereto, are the exclusive property of Firmsconsulting and its licensors (including other Users who post User Content or contribute to the Service). Except as explicitly provided herein, nothing in this Agreement shall be deemed to create a license in or under any such Intellectual Property Rights, and you agree not to sell, license, rent, modify, distribute, copy, reproduce, transmit, publicly display, publicly perform, publish, adapt, edit or create derivative works from any Firmsconsulting Content. Use of the Firmsconsulting Content for any purpose not expressly permitted by this Agreement is strictly prohibited.

23 FIRMSCONSULTING PROPERTY 

Certain aspects of the service (including but not limited to the Community) may allow you to obtain certain reputational or status indicators (“Firmsconsulting Property”). You understand and agree that regardless of terminology used, Firmsconsulting Property represents a limited license right governed solely by the terms of this Agreement and available for distribution at Firmsconsulting’s sole discretion. Firmsconsulting Property is not redeemable for any sum of money or monetary value from Firmsconsulting at any time. You acknowledge that you do not own the account you use to access the Service, nor do you possess any rights of access or rights to data stored by or on behalf of Firmsconsulting on Firmsconsulting servers or servers used by Firmsconsulting, including without limitation any data representing or embodying any or all of your Firmsconsulting Property. You agree that Firmsconsulting has the absolute right to manage, regulate, control, modify and/or eliminate Firmsconsulting Property as it sees fit in its sole discretion, in any general or specific case, and that Firmsconsulting will have no liability to you based on its exercise of such right. All data on Firmsconsulting’s servers or servers used by Firmsconsulting are subject to deletion, alteration or transfer.

Notwithstanding any value attributed to such data by you or any third party, you understand and agree that any data, account history and account content residing on Firmsconsulting’s servers, may be deleted, altered, moved or transferred at any time for any reason in Firmsconsulting’s sole discretion, with or without notice and with no liability of any kind. Firmsconsulting does not provide or guarantee, and expressly disclaims, any value, cash or otherwise, attributed to any data residing on Firmsconsulting’s servers or servers used by Firmsconsulting.

24 INDEMNITY

You agree to defend, indemnify and hold harmless Firmsconsulting and its subsidiaries, agents, licensors, managers, and other affiliated companies, and their employees, contractors, agents, officers and directors, from and against any and all claims, damages, obligations, losses, liabilities, costs or debt, and expenses (including but not limited to attorney’s fees) arising from: (i) your use of and access to the Service, including any data or content transmitted or received by you; (ii) your violation of any term of this Agreement, including without limitation your breach of any of the representations and warranties above; (iii) your violation of any third-party right, including without limitation any right of privacy, publicity, or Intellectual Property Rights; (iv) your violation of any applicable law, rule, or regulation; (v) any claim or damages that arise as a result of any of your User Content, your Stock Media, or any content that is submitted via your account; or (vi) any other party’s access and use of the Service with your unique username, password, or other appropriate security code.

25 NO WARRANTY

The service is provided on an “as is” and “as available” basis. Use of the service is at your own risk. To the maximum extent permitted by applicable law, the service is provided without warranties of any kind, whether express or implied, including, but not limited to, implied warranties of merchantability, fitness for a particular purpose, or non-infringement. Without limiting the foregoing, Firmsconsulting, its subsidiaries, and its licensors do not warrant that the content, including without limitation User Content and any media, is accurate, reliable or correct; that the service will meet your requirements; that the service will be available at any particular time or location, uninterrupted or secure; that any defects or errors will be corrected; or that the service is free of viruses or other harmful components. Any content downloaded or otherwise obtained through the use of the service is downloaded at your own risk and you will be solely responsible for any damage to your computer system or mobile device or loss of data that results from such download or your use of the service.

Firmsconsulting does not warrant, endorse, guarantee, or assume responsibility for any product or service advertised or offered by a third party through the Firmsconsulting service or any hyperlinked website or service, and Firmsconsulting will not be a party to or in any way monitor any transaction between you and third-party providers of products or services.

26 ASSIGNMENT 

This Agreement, and any rights and licenses granted hereunder, may not be transferred or assigned by you, but may be assigned by Firmsconsulting without restriction. Any attempted transfer or assignment in violation hereof shall be null and void.

27 NO WAIVER 

No waiver of any term of this Agreement shall be deemed a further or continuing waiver of such term or any other term, and Firmsconsulting’s failure to assert any right or provision under this Agreement shall not constitute a waiver of such right or provision.

28 MISCELLANEOUS

YOU AGREE THAT, UNLESS CONTRARY TO ANY APPLICABLE LAW, ANY CAUSE OF ACTION ARISING OUT OF OR RELATED TO THE WEBSITES, THE CONTENT, OR THIS AGREEMENT MUST BE COMMENCED BY YOU WITHIN ONE (1) YEAR AFTER THE CAUSE OF ACTION ACCRUES, OTHERWISE SUCH CAUSE OF ACTION IS PERMANENTLY BARRED.

If any provision of this Agreement is found to be invalid by any court having competent jurisdiction or terminated in accordance with the Termination provision above, the invalidity or termination of such provision shall not affect the validity of the following provisions of this Agreement, which shall remain in full force and effect: “Fees and Payment” (until you pay all fees and taxes due hereunder), “Intellectual Property,” “Registered User Content; Licenses,” “Communications with Us,” “Disclaimers”, “Limitation of Liability,” “No professional advice”, “External Sites”, “Representations; Warranties; and Indemnification,” , “Compliance with Applicable Laws“, “Termination of the Agreement,”, “Copyright Act”, “Controlling Law,” “Binding Arbitration,” “Class Action Waiver,” “Privacy Policy”, and “Miscellaneous.”

Our failure to act on or enforce any provision of the Agreement shall not be construed as a waiver of that provision or any other provision in this Agreement. No waiver shall be effective against us unless made in writing, and no such waiver shall be construed as a waiver in any other or subsequent instance.

Except as expressly agreed by us and you in writing, this Agreement constitutes the entire Agreement between you and us with respect to the subject matter, and supersedes all previous or contemporaneous agreements, whether written or oral, between the parties with respect to the subject matter. The section headings are provided merely for convenience and shall not be given any legal import.

This Agreement will inure to the benefit of our successors, assigns, licensees, and sublicensees.

29 BEST SELLING PUBLISHED AUTHOR PROGRAM (Lite, Professional, and Business (full book) where Firmsconsulting is the publisher, sub agreement – EPAP Agreement, forms a part of Firmsconsulting terms and conditions outlined on this page)

This sub agreement (hereinafter referred to as the “EPAP agreement”) is entered into by and between Firmsconsulting LLC (hereinafter referred to as the “Organizer” or “Firmsconsulting,” “we,” “us,” or “our”) and the registered participant, (hereinafter referred to as the “Group Member,” “you,” “your,” or “Author”). The EPAP Agreement, in conjunction with full Firmsconsulting terms and conditions constitutes the entire terms of the relationship and there is no time limit on the validity of EPAP agreement.

The Organizer and the Group Member are hereinafter individually referred to as “Party” and collectively as “Parties”.

1. Subject of the EPAP Agreement
1.1 The Parties understand and agree that the EPAP Agreement hereby confirms that the Group Member grants permission to the Organizer for the use of ideas, descriptions, written work and other related pieces of information which have been or will be provided in the execution of the EPAP Agreement to the Organizer, through way of completing a Survey provided to the Group Member by the Organizer, or by any other form of communication medium including emails, text messages, interviews etc. (hereinafter collectively referred to as the “Ideas,” “Work” or “Production” ).

The Group Member hereby grants and assigns to Firmsconsulting, its successors, representatives, and assigns, the exclusive license to publish the Work in the English and other languages worldwide and beyond, during the duration of this agreement. The license will apply to any print, digital, audio, video, graphical platform and/or variation of existing platforms and/or other distribution platforms now existing or hereafter created. This license will also apply to any format of the Work, including but not limited to written, digital, audio and video formats. The Group Member understands that the Production, or materials derived from the Production, may appear in electronic form on the Internet or in other publications and/or mediums outside of the Firmsconsulting’s control. The group member agrees to not hold Firmsconsulting responsible for any harm that may arise from such unauthorized reproduction.

1.1.2 The only exception to this is when The Bestselling Author Program Business level client (full book) selects to be the publisher of the book, in which situation Firmsconsulting assists with all the steps until the launch of the book and the book is published by the client in their own account, and in that situation, the client owns the rights to the book and is responsible for the book once it is completed and launched.

2. License and Consent
2.1 The Group Member declares to be at least 18 years old, to have the legal capacity to enter this Agreement and agrees and consents to the following:
a) To grant permission to the Organizer, to use the Ideas in accordance with its business operations. Such use includes the display, distribution, publication, transmission or other use of the Ideas in materials that include, but not limited to: print materials, books, digital online formats, videos, movies or television/web-based series.
b) To waive any right to inspect and/or approve the Ideas, including any copy, text, video, audio or other matter which may be used in connection therewith, or to the eventual use that the Ideas may be applied.
c) To further release the Organizer and all other persons entitled under this Agreement to use the Ideas, from all liability for libel, invasion of privacy, and all causes of action whatsoever in relation to the Ideas, their making and use.
d) To waive any right to any credits, royalties or other compensation arising or related to the use of any of the Ideas.
e) To hold harmless and release and forever discharge the Organizer from all claims, demands, and causes of action which the group member, their heirs, representatives, or any other persons acting on my behalf or on behalf of group member’s estate have or may have by reason of the consent and authorization granted in this Agreement.
3.1 The Group Member agrees and commits to the following:
a) to deliver print-ready chapter 30 days after completing the payment and to be the sole author of the chapter (no chapter co-authors are allowed).
b) to effect non-refundable one-time payment of $5,995 participation fee, alternatively 3 payments of $2,200/mo ($6,600) or 6 payments of $1,250/mo ($7,500) (all non-refundable). However, in case guaranteed best selling status is not achieved FIRMSconsulting will refund half of the base payment amount, which is $2,250.

4. Severability
4.1 If any provision of this EPAP Agreement (or part of any provision) is found by any court or other authority of competent jurisdiction to be invalid, illegal or unenforceable, that provision or part provision shall, to the extent required, be deemed not to form part of this EPAP Agreement, and the validity and enforceability of the other provisions of this EPAP Agreement shall not be affected. If a provision of this EPAP Agreement (or part of any provision) is found to be illegal, invalid or unenforceable, the provision shall apply with the minimum modification necessary to make it legal, valid and enforceable and to best meet the legal and economic aim of the inoperative provision.

5. Independent Operators
5.1 The Parties agree that the Group Member shall be for all purposes under this EPAP Agreement an independent operator and not an agent, partner and/or employee of the Organizer. In no event shall this EPAP Agreement to be construed as establishing a partnership, employment, joint venture or similar relationship between the Parties.

6. Entire Agreement
6.1 This EPAP Agreement, in conjunction with the full Firmsconsulting terms and conditions, represents the entire agreement between the Parties on the subject matter hereof and supersedes all prior discussions, agreements and understandings of every kind and nature between them. No modification to this EPAP Agreement will be effective unless in writing and signed by duly authorized representative of each Party.

7. Force Majeure
7.1 If a Force Majeure Event occurs, performance of the Parties’ obligations under this Agreement shall be suspended for the duration of the delay caused by the Force Majeure Event, without any penalty. The Parties shall undertake to make their best efforts in order to minimize the consequences relating to such Force Majeure event.

8. Author’s Warranties and Indemnity
A. The Author warrants to Firmsconsulting and its licensees that he is the sole Author and proprietor of the Work; that the Work has not heretofore been published in book form; that he is the owner of all the rights granted to Firmsconsulting, and has full power to enter into this EPAP agreement, and that said rights are not subject to any proper agreement, lien, or other claim or rights which may interfere with the rights herein granted; that the Work is original and not in the public domain; that it does not violate the right of privacy of any person; that it contains no libelous, obscene, or other unlawful matter; and that it does not infringe upon the copyright or violate any other right of any person or party. The Author agrees to hold Firmsconsulting harmless against any damages, including attorney’s fees, finally sustained in any suit involving Firmsconsulting or its licensees by reason of a violation of any of these warranties.

B. If any such suit is instituted, Firmsconsulting shall promptly notify the Author. The Author undertakes for himself, his successors and assigns, to execute at any time, on request of Firmsconsulting, any document or documents to confirm or continue any of the rights defined herein, and to take all proceedings necessary to enforce copyright in the United States and elsewhere.

D. The provisions of this Section 2 shall survive the termination of this EPAP Agreement.

9. Pricing
A. Firmsconsulting, in its sole discretion can set pricing and monetary and non-monetary sales incentive policies to promote the digital, print, audio or any other version of the Work. Firmsconsulting, in its sole discretion, may offer promotional deals and/or negotiate partner and/or promotional and/or redistribution agreements for the Work.

10. Advertising and Promotion
A. Firmsconsulting shall have the right to use, and to license others to use, the Author’s name, image, likeness and biographical material for advertising, promotion, and other exploitation of the Work and the other rights granted under this Agreement.
B. Firmsconsulting shall have the right to determine the time, place, method and manner of advertising, promotion and other exploitation of the Work.

11. Subsidiary Rights
Additional rights which the Author grants to Firmsconsulting in the languages and within the territories specified above are:
a) The use of the Work and of selections and excerpts in training programs and/or books or other medium or content made available by Firmsconsulting.

12. Royalties and compensation
Firmsconsulting will be the sole recipient of any royalties from the Books and the author relinquishes any current and future rights to said royalties.

13. Notices
Any notice or other communication required, or which may be given, pursuant to this Agreement, shall be in writing. Any such notice shall be deemed delivered (i) on the day of delivery in person; (ii) on the actual delivery date if deposited with an overnight courier. A copy of each notice should be also sent to the email address each party usually uses for the other party.

14. Successors and Assigns
This agreement shall be binding upon and inure to the benefit of the executors, administrators, and assigns of the Author and upon and to the successors and assigns of Firmsconsulting.

15. Term of Agreement
There is no time limit on the validity of this agreement.

30 THE BEST SELLING PUBLISHED AUTHOR PROGRAM (Business level (full book) where the client is the publisher, sub agreement – EPAP 2 Agreement, forms a part of Firmsconsulting terms and conditions outlined on this page)

This sub agreement (hereinafter referred to as the “EPAP 2 agreement”) is entered into by and between Firmsconsulting LLC (hereinafter referred to as the “Organizer” or “Firmsconsulting,” “we,” “us,” or “our”) and the registered participant, (hereinafter referred to as the “Group Member,” “you,” “your,” “participant,” or “Author”). The EPAP 2 Agreement, in conjunction with full Firmsconsulting terms and conditions, constitutes the entire terms of the relationship, and there is no time limit on the validity of the EPAP 2 agreement.

The Organizer and the Group Member are hereinafter individually referred to as “Party” and collectively as “Parties”.

1. Subject of the EPAP 2 Agreement
1.1 The Parties understand and agree that the EPAP 2 Agreement hereby confirms that the Group Member grants permission to the Organizer for the use of ideas, descriptions, written work and other related pieces of information which have been or will be provided in the execution of the EPAP 2 Agreement to the Organizer, through way of completing a Survey provided to the Group Member by the Organizer, or by any other form of communication medium including emails, text messages, interviews etc. (hereinafter collectively referred to as the “Ideas,” “Work” or “Production” ) to use to help launch and promote the book.

The Group Member hereby grants and assigns to Firmsconsulting, its successors, representatives, and assigns, the exclusive license to publish the promotional materials and undertake the marketing campaigns on behalf of the group member to help launch the book.

As part of this agreement and subject to timely payments, Firmsconsulting is responsible for content writing and marketing services to help Group Member write (including ghostwriting services and editing services), produce (design, layout and other services) and launch the book, and get the book to reach bestseller status in at least one category on Amazon. Once the book is launched and reaches bestseller status in at least one category on Amazon, the Group Member takes over full responsibility for managing and controlling the book going forward, including all marketing required to continue to promote the book.

The Group Member understands that the Production, or materials derived from the Production, may appear in electronic form on the Internet or in other publications and/or mediums outside of the Firmsconsulting’s control. The group member agrees to not hold Firmsconsulting responsible for any harm that may arise from such unauthorized reproduction.

2. License and Consent
2.1 The Group Member declares to be at least 18 years old, to have the legal capacity to enter this Agreement and agrees and consents to the following:
a) To grant permission to the Organizer, to use the Ideas in accordance with its business operations. Such use includes the display, distribution, publication, transmission or other use of the Ideas in materials to help with the initial launch of the book.

b) To waive any right to inspect and/or approve the Ideas, including any copy, text, video, audio or other matter which may be used in connection therewith, or to the eventual use that the Ideas may be applied as part of the launch process and as part of the ongoing marketing of Firmsconsulting services. Specifically, to grant permission to the Organizer to use the book, ideas in perpetuity for marketing Firmsconsulting services without permission to inspect how and when the materials are being used.
c) To further release the Organizer and all other persons entitled under this Agreement to use the Ideas, from all liability for libel, invasion of privacy, and all causes of action whatsoever in relation to the Ideas.
d) To waive any right to any credits, royalties or other compensation arising or related to the use of any of the Ideas.
e) To hold harmless and release and forever discharge the Organizer from all claims, demands, and causes of action which the group member, their heirs, representatives, or any other persons acting on my behalf or on behalf of group member’s estate have or may have by reason of the consent and authorization granted in this Agreement.

4. Severability
4.1 If any provision of this EPAP 2 Agreement (or part of any provision) is found by any court or other authority of competent jurisdiction to be invalid, illegal or unenforceable, that provision or part provision shall, to the extent required, be deemed not to form part of this EPAP 2 Agreement, and the validity and enforceability of the other provisions of this EPAP 2 Agreement shall not be affected. If a provision of this EPAP 2 Agreement (or part of any provision) is found to be illegal, invalid or unenforceable, the provision shall apply with the minimum modification necessary to make it legal, valid and enforceable and to best meet the legal and economic aim of the inoperative provision.

5. Independent Operators
5.1 The Parties agree that the Group Member shall be for all purposes under this EPAP 2 Agreement an independent operator and not an agent, partner and/or employee of the Organizer. In no event shall this EPAP 2 Agreement to be construed as establishing a partnership, employment, joint venture or similar relationship between the Parties.

6. Entire Agreement
6.1 This EPAP 2 Agreement, in conjunction with the full Firmsconsulting terms and conditions, represents the entire agreement between the Parties on the subject matter hereof and supersedes all prior discussions, agreements and understandings of every kind and nature between them. No modification to this EPAP 2 Agreement will be effective unless in writing and signed by duly authorized representative of each Party.

7. Force Majeure
7.1 If a Force Majeure Event occurs, the performance of the Parties’ obligations under this Agreement shall be suspended for the duration of the delay caused by the Force Majeure Event, without any penalty. The Parties shall undertake to make their best efforts in order to minimize the consequences relating to such Force Majeure event.

8. Author’s Warranties and Indemnity

A. The provisions of this Section 2 shall survive the termination of this EPAP 2 Agreement.

9. Pricing
A. Firmsconsulting, in its sole discretion, can set pricing and monetary and non-monetary sales incentive policies to promote the digital, print, audio or any other version of the Work to fulfill the service agreement of getting the book to number 1 bestseller status in at least 1 category on Amazon. Firmsconsulting, in its sole discretion, may offer promotional deals and/or negotiate partner and/or promotional and/or redistribution agreements for the Work as part of the launch activities.

10. Advertising and Promotion
A. Firmsconsulting shall have the right to use, and to license others to use, the Author’s name, image, likeness and biographical material for advertising, promotion, and other exploitation of the Work and the other rights granted under this Agreement as part of promotional activities to help launch the book.
B. Firmsconsulting shall have the right to determine the time, place, method and manner of advertising, promotion, and other exploitation of the Work as part of promotional activities to help launch the book.

11. Notices
Any notice or other communication required, or which may be given, pursuant to this Agreement, shall be in writing. Any such notice shall be deemed delivered (i) on the day of delivery in person; (ii) on the actual delivery date if deposited with an overnight courier. A copy of each notice should be also sent to the email address each party usually uses for the other party.

12. Other
Once Firmsconsulting delivers ghostwriting and strategy services to help write the book, and production services to prepare ebook and print book copies of the book, as well as launch service of getting the book to number 1 bestselling status, Firmsconsulting will have fulfilled its obligation under EPAP 2 Agreement and should not be held responsible for any further management and marketing of the book since the book will be published on the client’s account.

No Refunds. Payments are norefundable and there are no refunds for partially used service as Firmsconsulting will be investing resources to deliver various parts of the project.

This contract is with you. The Group Member cannot transfer this contract to anyone else without our permission.

Earnings Disclaimer. Firmsconsulting LLC cannot and does not guarantee or promise any level of earnings from the book. Group Member’s level of success in attaining results is dependent upon a number of factors, including Group Member’s level of skill, knowledge, ability, dedication, business savvy, network, and financial situation, to name a few. Because these factors differ among clients, Firmsconsulting LLC cannot and does not guarantee Participant’s success, income level, or ability to earn revenue. Participant alone is responsible for the actions and results in life and Participant’s business. It should be clear to Participant’s that by law Firmsconsulting LLC makes no guarantees that Participant or Participant’s clients will achieve any results from our ideas or models presented by Firmsconsulting LLC, and Firmsconsulting LLC offers no professional legal, medical, psychological or financial advice. You should know that all products and services by our company are for educational and informational purposes only. Any financial numbers referenced at our events, in person, or on any of our sites or materials, are illustrative of concepts only and should not be considered average earnings, exact earnings, or promises for actual or future performance. However, as part of this particular service, Firmsconsulting does guarantee achieving a number 1 bestselling status in at least 1 category on Amazon and will continue working with the Group Member until we achieve this goal.

15. Term of Agreement
There is no time limit on the validity of this agreement.

31. Group Coaching High Level Programs including but not limited to Legacy, Consulting Sales Rainmaker Coaching Program, The MasterPlan Coaching Program and Executive Presence & Communication Coaching Program (sub agreement, forms a part of Firmsconsulting terms and conditions outlined on this page and outlines additional terms applicable to participants of group coaching high level programs, in addition to all other terms outlined on https://www.firmsconsulting.com/terms/. All other terms outlined on this page are also applicable to all participants of the high level coaching programs). Titles of the programs may change but the terms remain the same for all high level coaching programs.

Your other possible expenses, beyond paying the Program fee: If necessary, you’re responsible for your travel, lodging and meals to attend Program-related activities, if any. Occasionally, you might want supplemental consulting like copywriting, one-on-one sessions with a coach, or review of your works that are beyond what is included in the Program. We may offer those services for an extra fee. Before we do any of that extra work or charge you, we will reach an agreement with you about what you want Firmsconsulting LLC to do and what it will cost.

No Refunds. PAYMENTS ARE NONREFUNDABLE AND THERE ARE NO REFUNDS OR CREDITS FOR PARTIALLY USED PERIODS.

This contract is with you. You cannot transfer this contract to anyone else without our permission. You also guarantee to us that any creative elements that you submit (like pitches, stories, or presentations) are either owned by you or that you have permission to use them. You also acknowledge that we will be videotaping the events and group sessions and you agree that we can use your likeness, image, photos, etc. in our recordings.

Earnings Disclaimer. Firmsconsulting LLC cannot and does not guarantee or promise any level of earnings.  Participant’s level of success in attaining results is dependent upon a number of factors including Participant’s skill, knowledge, ability, dedication, business savvy, network, and financial situation, to name a few. Because these factors differ among clients, Firmsconsulting LLC cannot and does not guarantee Participant’s success, income level, or ability to earn revenue. Participant alone is responsible for the actions and results in life and Participant’s business. It should be clear to Participant’s that by law Firmsconsulting LLC makes no guarantees that Participant or Participant’s clients will achieve any results from our ideas or models presented by Firmsconsulting LLC, and Firmsconsulting LLC offers no professional legal, medical, psychological or financial advice. You should know that all products and services by our company are for educational and informational purposes only. Any financial numbers referenced at our events, in person, or on any of our sites or materials, are illustrative of concepts only and should not be considered average earnings, exact earnings, or promises for actual or future performance. 

Video and Audio Recording.  You consent to and authorize Firmsconsulting LLC and its affiliates, agents and representatives to use your name, voice, photograph, video image and likeness, together with your quotes, letters, endorsements and testimonials, whether written or oral in whole or in part (“Communications”) in connection with the exhibition, broadcasting, merchandising, advertising, endorsement, promotion, distribution, sale, resale, editing, training and any other activities (“Program”) related to the program you participated in.

This right shall include the right to incorporate and use the video, audio, photographs, programming and all other media, and to reproduce, edit, exhibit, broadcast, replay, transmit, sell, resell and distribute such content in accordance with the terms of this Consent and Release.

You hereby grant permission to Firmsconsulting LLC to film, videotape and/or photograph you and to record your voice, comments, performance, poses, acts, plays and appearances, and to use your picture, photograph, silhouette and other reproductions of physical likeness and sound as part of or related to the program you participated in, in accordance with this Consent and Release.

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strategic planning workshopStrategic Planning Workshop: 10 Warning Signs

Today I am going to focus on some of the important lessons from the corporate strategy and transformation study as it pertains to the visioning aka strategic planning workshop. In particular, I am going to talk about the 10 warning signs that a strategic planning workshop, or any consulting workshop, is going to go wrong, when presenting to senior executives.

STRATEGIC PLANNING WORKSHOP GOING WRONG

I remember way back in my career I was only an engagement manager, and because I had a very good relationship with a client and because I had a good relationship with the partners, I was the de-facto partner running the study and the relationship. And I remember getting a briefing from the associate principal, a level above me, on how she was going to be running the strategic planning workshop.

And I didn’t like it. Because I didn’t feel she was doing everything right that would lead to success and I asked her to change it. And, of course, because the lady was more senior to me, she became really upset, complaining that I’m too demanding and I’m asking for things were not possible for her to do.

She went ahead with her own approach, which unfortunately led to a very bad outcome for the firm. Because we didn’t get what we wanted, we looked unprepared and the strategic planning workshop just became a big exercise of time and effort without us narrowing the scope of the effort.

https://youtu.be/3xCQM74ebLU

As I became more senior and became a partner, if I saw any of these warning signs in advance, I’d stop everything and fix them. But even when I became a partner, sometimes I would fly across to attend a strategic planning workshop run by another group of partners for another client. And I was usually asked to attend because I was a subject matter expert in a certain field or I could contribute in another way.

So I’ve seen bad strategic planning workshops at all levels whether it’s run by engagement managers, associate principles, and even partners.

strategic planning workshop

These are the things you need to look for to know your strategic planning workshop is going badly.

  1. Pre – No pre-presents
  2. Pre – Lack of a senior champion in the pre-presents
  3. Pre – Cannot identify concerns in the pre-presents
  4. Pre – No pre-planned decisions for the strategic planning workshop
  5. Pre – Focus on the “thud” factor versus key message(s)
  6. Partner unable to build a compelling story
  7. Leaving it the client to decide the issues / priorities
  8. Strategic planning workshop bogged down in technical specifics
  9. Changing the agenda to meet client concerns
  10. No metric for success

Those first five things will kill a strategic planning workshop. The sixth and seventh are critical and so is the eight, but they are manageable.

Note: if you want to see the video version of this, go to youtube, where we have the video loaded. And of course if you are an FC Insider, you can go to the corporate strategy and transformation study and see all of the detailed explanations of how we manage the study.

1. PRE – NO PRE-PRESENTS

If there are no pre presents in an important meeting, no matter what the meeting is, no matter who it is, I will always stop the strategic planning workshop. Pre-presents are something that’s not done very often in consulting by average and even good teams. The most high-performing consultant teams always do pre presents because they are that important. Pre-presents are fundamental. You must pre-present what you will be showing to executives before you show it to them; usually days in advance.

2. PRE – LACK OF A SENIOR CHAMPION IN THE PRE-PRESENTS

In the pre-presents you speak to many executives but you identify one or two of them who are going to drive your message. If you cannot identify a senior champion who is going to push your message in the pre-presents then the problem you’re gonna have in the actual strategic planning workshop is you’re going to leave it to the consulting partners to push a message and a consulting firm cannot do that. It has to be someone within the organization who is going to own the message and drive it.

3. PRE – CANNOT IDENTIFY CONCERNS IN THE PRE-PRESENTS

If you cannot identify concerns in the pre-presents then either your pre-presents are going badly or no one is paying attention. Because there are always going to be misunderstandings and things that will need to be changed during the pre-presents. That will be changed before or during the strategic planning workshop. You need to know the series of decisions that you want to make in the strategic planning workshop. It is usually one, two or three. In the corporate strategy and transformation program, we decided that we wanted to redefine the core of the business. That’s the first decision, and the second we would only focus on the core of the business.

4. PRE – NO PRE-PLANNED DECISIONS FOR THE STRATEGIC PLANNING WORKSHOP

If you don’t know what decisions you want out of a strategic planning workshop, the problem is that you could end up with a decision that you don’t want made in the strategic planning workshop. For example, the team can be doing a whole analysis about shifting a company away from outsourcing, but the strategic planning workshop then leads to the executives wanting to outsource, which means the entire direction of the study is going to shift. You have to know the pre-planned decisions so you can build the strategic planning workshop to deliver that decision and identify the executive that is going to push for that decision.

5. PRE – FOCUS ON THE “THUD” FACTOR VERSUS KEY MESSAGE(S)

If you go for that ‘thud factor’, which is delivering a presentation with 300 slides, and you’ve been in those presentations where people just skip through slides. If they say things like, “this is not important” or they put up hundreds of slides that no one pays attention to, you have a problem. In a strategic planning workshop, you want to present a few slides but have valuable discussions on them, versus presenting the slides just to show you have done work. That is very critical. I would say these top 5 points would kill a strategy planning workshop.

6. PARTNER UNABLE TO BUILD A COMPELLING STORY

If a partner is unable to build a compelling story, that’s okay, provided the engagement manager who is actually responsible for the ultimate storyboard in a real engagement builds a compelling story, which the partner can deliver. The bottom line someone needs to build a compelling story and someone needs to deliver it. It doesn’t matter who does that.

7. LEAVING TO THE CLIENT TO DECIDE THE ISSUES / PRIORITIES

You cannot leave it to the client to decide the issues and priorities. Because if you’re leaving it to the client then all of the work you’re doing could change because the client could decide something that you haven’t prepared for. You need to decide the priorities, you need to decide the key decisions, you’ve got to find champions within the executive team, who are going to push for that in the strategic planning workshop. But you need to know what those priorities are before you arrive there.

8. STRATEGIC PLANNING WORKSHOP BOGGED DOWN IN TECHNICAL SPECIFICS

If a strategic planning workshop gets bogged down in the technical specifics, it will fail. Think about the corporate strategy and transformation study, we are deciding whether to build nuclear power stations, coal power stations, gas stations, restructure transmission lines, deregulate generation lines. That can get very technical very fast. But this is a business workshop. If you’re getting to that level of technical detail you’re going to miss the implications. And we always worry about the implications. No one cares that this transmission line has a higher generating capacity or loss transfer rate. It doesn’t matter. All you have to say is, “look if we built this transmission line, we’re going to lose so much power. So we need to generate more power.” You need to keep it at that level of business implications.

9. CHANGING THE AGENDA TO MEET CLIENTS’ CONCERNS

The ninth and tenth point, it depends. It could be good or bad. If you change the agenda to meet a client’s concern that is important to the study, and you know it’s important to the study because it helps address the key question, you should do it. If that’s why you are introducing a concern and changing an agenda based on that concern. I’m okay with it. But if you’re making a change to an agenda just because you want to please a client and it doesn’t help the study, it could be a problem. You could be going down a path that pleases a client but it’s not good for the client.

10. NO METRIC FOR SUCCESS

You also need to have a metric for success. In every strategic planning workshop, unless it’s the final workshop, the metric of success is always narrowing the scope of work. If you go into a strategy workshop and the scope of work you have to do as a consulting firm, or an internal strategy unit for the company, is actually increasing you’ve ultimately failed at your strategic planning workshop. It’s a big, big, big issue. Because you’ve done analysis to eliminate things. So if we go into a strategic planning workshop and you come out with things not just not eliminated but you added in work that means you’ve ultimately failed in terms of prioritizing your scope of work.

These are the things you need to watch out for whether you are a consultant presenting to a client, whether you’re a partner presenting at a strategic planning workshop, or if you are leading the internal strategy team at a company and presenting to your executives.

If you want to see samples of our advanced training materials go to FIRMSconsulting.com/promo and sign up for free to receive sample materials.

Recommended books:

strategic planning. succeeding as a management consultantSucceeding as a Management Consultant

When people think about the business strategy we often think about the field of strategy consulting/management consulting and firms like McKinsey, BCG, et al. If you are interested in learning how to conduct a management consulting engagement, you will likely enjoy this book. Succeeding as a Management Consultant is a book set in the Brazilian interior. This book follows an engagement team as they assist Goldy, a large Brazilian gold miner, in diagnosing and fixing deep and persistent organizational issues. This book follows an engagement team over an 8-week assignment and explains how they successfully navigate a challenging client environment, develop hypotheses, build the analyses ,and provide the final recommendations. It is written so the reader may understand, follow ,and replicate the process. It is the only book laying out a consulting assignment step-by-step. (Published by FIRMSconsulting.) One of the best business books if you are interested in management consulting and strategy. This book will be very useful as well if you are a small business consultant. If you were searching for answers to questions about consulting, this book is a gold mine, according to many readers.

strategic planning. Marketing saves the worldMarketing Saves the World, Bill Matassoni’s Memoir 

Bill Matassoni’s (Ex-McKinsey and Ex-BCG Senior Partner) Marketing Saves The World is a truly unique book. Never before has a McKinsey partner published his memoir publicly. This book is a rare opportunity – a true exclusive – to see what shapes the thought process of a partner and learn about marketing and strategy. The memoir essentially lays out McKinsey’s competitive advantage and explains how it can be neutralized. (Published by FIRMSconsulting.) One of the best business books if you are interested in marketing, strategy, how McKinsey and BCG operate, and overall in management consulting. 

strategic planning. Turquoise eyesTurquoise Eyes: A Novel about Problem Solving & Critical Thinking

Turquoise Eyes started off the groundbreaking new genre developed by FIRMSconsulting that combines compelling narrative while teaching problem solving and critical thinking skills. Set after a bank begins implementing a new retail banking strategy, we follow Teresa García Ramírez de Arroyo, a director general in the Mexican government, who has received some disturbing news. A whistleblower has emailed Teresa with troubling news about a mistake in the loan default calculations and reserve ratios. The numbers do not add up. The book loosely uses the logic and financial analyses in A Typical McKinsey Engagement, >270 videos.

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Cheers, Kris

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