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· Increased company stability: The decision to keep doors open is, In Itself, a victory for employment, taxes and the secondary effects generated by company retention. · Attitude changes. Essergy will utilize questionnaires to and interviews with owners in the targeted companies to establish attitudes about the future. Essergy's Models and Methods: Tried and True.1 · Overall Theoretical Framework. We will utilize Michael Potier's value~chain analysis to identify those aspects of the business that provide its competitive advantage, plus the external and internal constraints that inhibit the value chain. We will focus on constraint removal, plus product, brand, management and financial re~ engineering techniques to stabilize the company and perhaps prepare it for later investment. This theory also will provide an analytic framework for the one-an-one interview process to take place at the workshops. .. Workshops. · Goal/driven workshops. The individual team members have each developed workshops, workshop materials and served as workshop leaders and/or participants. The team values goal~driven workshops that provide more than an overview of an issue, but serve as the basis for business~owner involvement and the understanding of how the individual Essergy Team members can work directly with them to help resolve barriers and provide forward-moving actions. · Workshop materials. Both the workshops and materials will rest on the contents of the SME Toolkit, developed for underserved areas by the International Finance Corporation of the World Bank. Divided into highly interactive chapters on aspects of management, marketing, and finance, this toolkit, which rests in large measure on Porter's Insights, is being used successfully across a broad spectrum of societies and business environments. 1 See Michael Porter, Competitive Strategies (1980) and Competitive Advantage (1985), plus the development of those theories Into business enabling environments and as modified for less affluent areas In a series of articles, 1990-2006, many of which have appeared In the Harvard Business Review. This work has been widely applied not only in the World Bank materials. but by the United States Agency for International Development. One of the latest of such studies Involves an assessment of SME development in Babll Province In Iraq, by Mohammad Shohaleb, Eric Nigh. and Philip Borden (219 pp, forthcoming In November, 2009). The SME Toolkit was Just pUblished In English and several other languages. For rapid response, see Rapid Response Layoff Avers/on Guide (2002). http://www.steelvalley.om/sub.aso?ID:::15&subID:::12. The guide deals with the last recession. However, because It was a national study and general toolkit, many of Its approaches are sUII relevant. The State of Michigan and City of Anaheim have more recent studies Identifying the affected workforce and created labor-orlented strategies. Stuart Gordon (OTIC). L1na Ramos (EGE). and Philip Borden (Essergy) returned In September, 2009 from advising the government of Brazil and the UN's World Intellectual Property Organization on the techniques mentioned. Borden's three presentations on support and financing for SMEs and university spin-out businesses Is available on request, as Is Borden's "Very Small Business Creates Very Large Change,~ Minority and Small Business Review (2009), with Terry Blbbens. On qualitative analysis. see Robert Georges and Michael O. Jones, People Studying People (1980), and Borden, "Evaluating Entrepreneurial Training: A Report to the ReconstrucUon Management Office of the Department of State (2007), with Tamra Hackett. 'Esseroy consu{tine Rapid Response Services: A Proposal to Santa Ana W/O/R/K Center. 10/29/2009. Page 4 FXHIRIT A