To learn more contact Michael at Introduction
Michael J Rutherford
Direct line: 562.706.3637
Michael Rutherford represents Heartland, a fortune 1000 company and their proven solutions. He is a pro-active, highly-qualified, and self-motivated professional with a history of cultivating and maintaining Win/Win relationships.
Michael provides services for merchants who want to talk about solutions for their business. It is Michael’s intention to understand your needs and recommend solutions that can assist with improving your operations, sales, and financial performance.
Expanding Business is my Business
BUSINESS CONSULTING INTRODUCTION
Michael Rutherford started in the Restaurant business in 1977. Since 2000, Michael has been helping restaurants operate, market, and manage their assets more effectively with information technology solutions. Michael’s resources and management consulting significantly improves the performance for his clients restaurants with increased efficiencies and net profits through automated SaaS business solutions.
Over the past 18 years, he has worked with over 600 clients, independent and chain restaurants with 10 to 5,000 employees.
He is one of three Global Partner Sales Manager’s for Benseron Information Technology, developing partnerships with ISO’s, Resellers, and White Label Partners. Michael co-founded Local Merchant Solutions in 2014, as a Consortium of local technologists to serve the SMB community. These resources help to deliver highly trained and experienced subject matter experts and independent contractors in your local area. These resources are available nationwide who are ready to determine and solve the specific problems and issues in your business.
michaelrutherford.com navigation artifacts and project links
Other navigation links Michael’s Social Websites
WHITE LABELED PRIVATE SOCIAL NETWORKS
POWERED BY ACCREDITED PORTFOLIOS, LLC
A sophisticated social learning platform for professional development, performance improvement & capacity development.
To learn more about Michael’s history for introducing kowledge-transfer enterprise solutions visit his  ePortfolio webpages below:
For more up-to-date Articles & Activity visit LinkedIn
PROFESSIONAL BACKGROUND STARTED IN 1985 (it really started back in 1976′-77′, at some point you stop counting)
1985 – Michael’s experience as a certified chef spans over a 7 year period shown in this video. He won several awards, medals and was a mentee under several highly skilled trained mentors. – Read More
ONLINE EXPERIENCE STARTED IN 1989 – THE 3 EXAMPLES EXPLAIN TIMELINE
Michael’s first personal experience with the Internet started back in 89′ –
Michael’s personal experience of automating the World of Commerce
Michael’s personal experience of introducing the World of Web2.0 White Labled Private Social Networks. Read More
Other navigation links
TURN KEY SOLUTION
The eCommerce is an ever changing environment as service providers use big data to create ways of buying & selling for seamless integration to digital media & social platforms.
TODAY through the use of the Cloud we have developed Community-based Directories for implementing discount loyality programs.
Our services encompasses the design, scope and management when assisting Merchants witb digital content media.
Our customers based on our sit down interviews have shared their thoughts of the need for useful tools for restaurant managers to help to determine who are their ideal customer and what they enjoy.
“Create the best experience possible.”
Recruite more local buyers.
A merchant handing out a business card to every customer and letting them know they are available for these specific services goes a long way.
Imagine if more people shared this attitude.
Just ask Mike; “hand me a card”.
What is unique about this technology from your average free coupon app is:
You register as a member
You enter a 10 digit number assigned to your contact information
The consumer opts into the most awesome rewards marketing program that allows the consumer to search for rides and venues that offer incentives at their favorite restaurant, lounge and venue.
The App is real-time. Where each venue and taxi service can turn on or off the open or closed sign. It is like real-time billboard advertising on steroids.
The data allows different platforms and receivers (3rd party apps) to interface through an API.
“Invest Locally – Buy from a locally owned business”
MY HOT PERKS
Merchant Digital Marketing – Help Center, Web Services, Social Media and Email Marketing.
Visit the following link for information on the Features, Functions & Benefits: The Source CARD TECHNOLOGIES
BUSINESS CONSULTING INTRODUCTION
Does your Brand Communicate?
We manage online media, organize data, analytic tracking, commercial email advertising, SMS, media marketing, mobile marketing, web development, web hosting, web design, video creative and production. We also offer viral media, business branding, custom software services, PHP development, print media and new business strategies. We cover just about everything and work with all types of local businesses and startups who want to grow fast. We offer fortune 500’s ideas with the best solutions at the right price.
Talk with us, we have a solution for you
All advertising media solutions are turnkey programs for companies and resellers with complete plug and play applications that are up and running in a few days. We support your needs and the personalization of your identity.
For the most advance local solutions ask about our network marketing to get the most from your investment.
Our concierge media service can assist and manage any arrangements for services that include TV, radio, PPC, billboard, magazine and print publications.
We do extensive research before we open up vendor negotiations with our media partners. We not only build strategies to benefit your outsource advertising investments, we do it right.
Our advanced data verticals that allow us to target and market products or services, capture people of interest and obtain orders at a lower cost than traditional advertising.
Digital media with managed data creates complete accountability with tracking reports and a call to action movement for a higher ROI.
As a leader for sales, marketing, accounts, and project management we deployed 30 to 40 projects per month. The specific technology served the needs for process management, cash control, marketing, customer CRM tools, financial accounting, and labor scheduling, inventory, and order entry for product preparation. The enterprise solutions included modules for above store reporting, performance improvement and business intelligence.
The projects & deployments represented the following technology:
Web 2.0 – Performance improvement services
Web 2.0 – Resource management services
Enterprise – Business Intelligence services
Enterprise – Business process management services
Sales Manager – Western Region
• Annual revenue contribution went from $2.5MM to $17.5MM in less than 3 years
• Achieved 100% quota each year – as high as 125% from 2004 through 2009
• Sales Manager/Trainer for coaching and developing sales people in a consultative selling environment
• Responsible for partnering with resellers, project & program managers
• Developed regional tactical plans to successfully sell, service and support enterprise software, hardware, professional services to independent, franchised and corporate chain accounts.
• Sales processes using CRM, KPI, and territory management strategies (SPIN, TAS, Miller Heiman)
• Managed client & IT Engineer relationships to maximize service expectations by aligning strategies with service expectations through RFP, SOP, SLA’s & MSA’s
• Developed and manage financial projects, incentive plans, forecasts, budgets, territory schedules, application specialists for CRM, HRM & Enterprise managed services
• Managed and designed graphics and print production for sales & marketing.
• Received numerous awards and commendations for superior sales performance and contributions.
Source details: Project Management /SaaS Deployments
25+ years of high-level strategic leadership experience to develop sales targets, goals, and expand an organizations customer base, fiscal revenue and profitability, budgeting processes and business best practices.
INVEST TIME TO LEARN & DETERMINE WHERE YOU ARE.
An accurate assessment of where your business is, conduct external and internal audits by experiencing the current processes on how you serve customers with their products & service needs. Time needed to get a clear understanding of the marketplace, the competitive landscape, environment & differences (strengths & weaknesses), and the organization and team’s competencies.
IDENTIFY WHAT’S IMPORTANT.
Focus on where you want to take the organization over time. This sets the direction of the enterprise over the long term and clearly defines the mission (markets, customers, products, etc.) and vision (conceptualization of what the organization’s future should or could be). From this analysis, we can determine the priority issues—those issues so significant to the overall well-being of the enterprise that they require the full and immediate attention of the entire management team. The strategic plan should focus on these issues.
DEFINE WHAT WE MUST ACHIEVE.
Define the expected objectives that clearly state what the organization must achieve to address the priority issues.
DETERMINE WHO IS ACCOUNTABLE.
This is how we are going to get to where we want to go. The strategies, action plans, and budgets are all steps in the process that effectively communicates how we will allocate time, human capital, and money to address the priority issues and achieve the defined objectives.
REVIEW. REVIEW. IT’S NOT OVER. IT’S NEVER OVER.
To ensure the plan performs as designed, we need to hold regularly scheduled formal reviews of the process and refine as necessary. When involving all managers suggesting at least once a quarter,
When managing each department or as in the sales operations team, preference is to manage weekly meetings – first thing Monday morning to kick off the week. These meetings last anywhere from 45 minutes to 2 hours periodically pending any special training or resources needed to move the sales forward that week, month or quarterly. They are to compare, contrast and manage actuals sales to ideal sales performance path plans. If applicable, manage weekly Installation meetings where both the sales and technical service teams discuss each particular sold account contracts, expectations and deliverables to assure resources are in place.
ACHIEVING STEPS FOR GROWTH
THE STARTING POINT
The commitment of key employees at all levels, individuals who are willing to step forward and lead.
Strengthen the execution infrastructure by investing in proven Team know-how.
Initiate a FOCUS Group process to identify and complete Team strategies with a high probability for success.
Begin the process by considering the growth potential within the present core business and/or the opportunities and growth potential associated with creating innovative value propositions for underserved customer groups. As the FOCUS Group moves through this process, it will become clear if and when adjacent growth options should be considered.
CUSTOMER-FOCUSED GROWTH STRATEGIES
Core Business and proportion of revenue and profits:
STRATEGY TO MEASURE
The overall performance of the core business
Benchmark profitability, rate of revenue growth and the service reputation
Processes are created to help refocus on the core business – Define the number of market platforms on which the core business is based:
Define and if necessary eliminate products and markets that don’t fit on these platforms, adding new products to augment the core and strengthen market coverage with significant investments in the major marketing channels for distribution.
STRATEGY TO ASSESS
The organizations existing customers
This strategy involves creating High Impact Value Propositions for new opportunities through existing customer relationships or new customer’s sub-segments. Underpinning this strategy is the willingness to view customers through a different set of lenses.
A process can be created to assist both managers and specialists at the customer interface gain fresh insights into customer needs and preferences. This is a necessary first step in discovering underserved customer groups and hidden growth opportunities. (Senior leaders who frequently interact with customers can make a significant contribution to this process.)
Key elements of this process include:
In addition, choosing to focus on lower end customer sub-segments where these are usually a group of customers for which the cost of supplying and servicing exceeds the revenue the customer generates. In such cases, value propositions when using return on investments can be designed which will move the customer to a profitable position or at least minimize the losses. For example, direct sales calls can be replaced with web online ordering systems for supplies, product/service features that can be easily purchased through digital websites.
These actions not only lower the costs of serving customers but they often speed up the service for the customer. After the initial shock, many customers welcome the new value proposition. Many growing businesses often owe their success to delivering attractive value propositions to different customer sub-segments.
STRATEGY TO BUILD
Strategic relationships and links to core adjacent businesses
When the core business is approaching its full potential, operates efficiently and generates surplus cash for reinvestment.
Another alternative is to consider the non-core businesses of the organization. Is there the potential to leverage present positions into attractive growth opportunities?
In the short term, adjacent growth initiatives that leverage a strong position with existing core customers have a higher probability of success. The alternative of expanding into new geographic markets provides the advantage of building a larger customer base, but often at the cost of a longer payback period and higher risk.
EXECUTING GROWTH STRATEGIES
The strategies to Measure, Assess and Build described above require a supporting infrastructure to increase the chances of successful implementation. It is important to have an adequate infrastructure to achieve these growth objectives.
A supportive infrastructure includes:
CAPABILITIES & PROCESSES
Strategic and deliver a high level of value to customers
Each of these capabilities is rooted in processes that move across the organization and require the expertise and commitment of various individuals and departments.
Strategic positioning requires the team to Measure, Assess and Build to clarify and continually strengthen the organization’s strategic capabilities. An important aspect of clarifying and assessing process is to step outside the organization and evaluate both the companies and the competitors’ through the eyes, mind and heart of the customer. Success is rooted in the competitive-edge and organizational capabilities.
The following guidelines will help with such an assessment.
The capability should be:
As an example, the capability to provide an outstanding level of customer service in a manner that would make it difficult for competitors to replicate. In order to provide such a high level of customer service, employees from different departments (not only the Customer Service Department) must be involved in service delivery.
BUILDING STRATEGIC DIFFERENTIATING CAPABILITIES
How difficult should it be for a competitor to replicate a best practice?
THE PROCESS STARTS BY ANSWERING THE QUESTION, WHAT SHOULD BE MEASURED AND WHY?
The following guidelines help answer this question.
Let’s assume that the overall strategy of the company is to grow the core business and that growth will be achieved through increased market penetration of existing products. What are the drivers of growth that must be measured, monitored and managed?
This question is best answered by those directly involved.
Precise measurements are not always possible but proxy indicators established in a thoughtful and open manner are. Let’s assume that increased market penetration will be driven by the strength of the company’s brand and customer loyalty.
When there is confidence that the above questions have been answered, the process shifts to:
Performance Management System based on the processes described
A brief description of the approach:
Company utilizes performance-based scorecards to link execution with overall business strategy. The performance-based scorecard is aligned with major support teams, workgroups & partnerships:
The focus is on measuring and monitoring leading key performance indicators for example:
Considerable input from many expert resources are solicited & collaborated before these measures are set and appropriate action undertaken to continually improve performance.
A key ingredient of a supportive infrastructure is Leadership
WHEN GROWING AN ORGANIZATION OF LEADERS
All employees’ are potential leaders & mentors, who are found at all levels in the organization, including, non-titled, non-managerial positions. They are best identified by their behaviors and influence rather than the hierarchical position. Together, such leaders create a network that reflects the very essence of the organization – ‘who we are, where we’re going and how we’ll get there’.
The process of expanding the organization’s leadership mindset and behaviors.
CUSTOMERS LOGO ACQUISITIONS
Maximized Customers return on investment
2003 hired by Jadeon, Inc. VAR of Aloha, as a reseller with less than 10 employees, we grew to 100 by year 4 then acquired.
2004 Radiant Systems acquires Aloha Technologies for $45 MM. https://www.businesswire.com/news/home/20031215005459/en/Radiant-Systems-to-Acquire-Aloha-Technologies
2008 Radiant Systems acquires Jadeon Inc. for $7 MM Innuity Receives $7.0 Million For Sale of Jadeon POS Resale Division | Business Wire https://www.businesswire.com/news/home/20080506005497/en/Innuity-Receives-7.0-Million-For-Sale-of-Jadeon-POS-Resale-Division
2011 NCR acquires Radiant Systems for $1.2 BB. https://en.wikipedia.org/wiki/Radiant_Systems?wprov=sfla1
SaaS & PaaS Solutions.
There are over 1 Million restaurants in the United States. Over the years leading-edge technology point-of-sale systems has served SMB and restaurant groups providing technology innovation that moved us to Software-as-a-Service cloud computing.
Division responsibility included managing sales, service, and support 5,800 locations i.e from independent, groups, supersites, and chains to Johnny Rockets Corp, Tilted Kilt, Jamba Juice, Peets Coffee, Red Robin, and Yard House. The reseller channel sold over 100,000 chain and SMB restaurants, and sports and entertainment globally.
PRODUCT & SERVICES
CREDIT CARD PROCESSING SERVICES
Our professional services offers the technical expertise and industry experience to provide the highest level of service and support.
We eliminate installation problems, by consulting and selling subscription-based Managed Services.
0ur call center help desk is additional.
SYSTEM MAINTENANCE SERVICES
SERVICE ACCOUNT MANAGEMENT
Single point of contact for key accounts. We grew our business by assisting our customers with their growth.
We resolved our customer’s issues quickly from a single point of contact. Our Help Desk call center is on call 24x7x365 with a highly-experienced team of passionate professionals to troubleshoot system issues to resolution.
Reprinted from “The Value-Added Employee,” by Edward J. Cripe and Richard S. Mansfield, Copyright 2002 by Workitect Inc.
A summarized list of the 31 competencies listed by “cluster” (similar competencies related to a common skill set). Each competency includes a definition and the observable behaviors that may indicate the existence of a competency in a person.
Competencies Dealing with People
The Leading Others Cluster
Behaviors for Team Members
Behaviors for Team Leaders
Behaviors for employees
Behaviors for managers
Communication and Influencing Cluster
Competencies Dealing with Business
The Preventing and Solving Problems Cluster
The Achieving Results Cluster
|Reprinted from “The Value-Added Employee,” by Edward J. Cripe and Richard S. Mansfield, Copyright 2002 by Workitect Inc.|
EXECUTIVE SUMMARY – Tools and Support for the Workforce, Talent Management and Performance Improvement.
The Technology offers expert guidance, processes and tools that support talent management to increase retention, support progression planning, professional development, job assignments and performance management. By focusing on evidence of skill, expertise and performance, using electronic portfolios, the Web 2.0 technology platform can help your organization easily and efficiently focus on individuals and groups to meet your organization’s needs and impact bottom line results.
Connect subject matter experts as mentoring guidance counselors, resources, processes and tools that support talent management. … supporting competency-based education for career development. Review the Executive Summaries & Tools to support the Workforce, Talent Management and Performance Improvement needed for the 21st Century.
Source details: Technology Powered for Leadership Connect
In June of 1987, as a General Manager of a 1031 Tax Exchange acquisition 6 months earlier of the Best Western Airport Inn in Baton Rouge, Louisiana. As the innkeeper, the property was one of the first to purchase and install a PC-based point-of-sale & property management system in the country. I later would develop my career around software to work for Radiant Systems (acquired by NCR for $1.2 BB) selling and supporting professional solutions to small medium sized businesses and large national chains being a part of automating the Hospitality and Retail Industry.
Since taking over as operator, I managed to find a second use for the property by negotiating a multi-million dollar contract with the Chancellor of Southern University to develop the property as an extension to fix the housing shortage. The property had a great footprint to serve both the public travel industry and the demand to house (room & board) up to 300 college students each semester yearly. The demand for rooms and food services went to 100% occupancy, where the rooms were double occupied and the dining rooms had three turns for seating.
I took great interest in the collaboration & sharing insight with a company by the name of The Ultimate Real-Estate Network System T.U.R.N.S., We developed a software subscription model to work in conjunction with the Multiple Listing Service (MLS) to provide the service offerings to the members of the National Association of Realtors. This would later set a path into technology solution sales, marketing and consulting full-time.
click to learn the details:👇