This manual is a product of the Small Business Consulting Service (SBCS) at New Mexico State University. It has been compiled and adapted from previous resources, among them the Small Business Administration and the Small Business Institute Directors Association.

This manual is intended to be used by SBCS students as a guide to their consultation experience. Some parts of the consultation process and final report are required steps and some are optional steps. The Director will specify which parts are required and which parts are optional, and may require additional process steps; however any changes will be determined on an individual client/case basis.

The manual is also intended to enhance the consultation experience for both the student consultants and the business clients. Performed correctly, the SBCS is a win/win program. Students gain real world experiences and business clients receive invaluable assistance.
 
 

TABLE OF CONTENTS	SECTION
The Small Business Consulting Service	A
Case and Team Selection	B
Ethical Aspects of Student Consulting	C
Working as a Consultant	D
Initial Client Meeting	E
Preparing the Statement of Work	F
Identifying the Root Problems	G
Avoiding SBCS Case Pitfalls	H
Tips for Polishing the SBCS Report	I
Conducting the Final Presentation	J
Report Outline	K
.	APPENDIX
Confidentiality Agreement	A
Business Questionnaire	B
Disclaimer Statement	C
Client Certificate	D
Sample Thank You Letter	E
Client Feedback Form	F
Student Rating Form	G

At hundreds of colleges and universities throughout America, advanced business school students like you are performing in-depth management studies and making recommendations to small business owners. Since the initial inception of this program in 1972, thousands of business school students have benefited immeasurably from this unique opportunity. The Small Business Consulting Service (SBCS) offers a practical training ground for you which supplements academic work with real case studies in today's challenging business environment. Your SBCS Program is able to provide a valuable community service by helping small businesses that comprise the majority of input to your local economy. To small business owners, the SBCS is a source of management knowledge, research, and insights that can strengthen their competitive posture.

In 1972, this program was conceived to assist small businesses on a local level. In the beginning, the Small Business Administration was tasked with funding and supervising the program and was responsible to Congress for its overall quality. Originally called the Small Business Institute, the program was highly successful and was embraced by universities and colleges throughout the country. In 1995, due to budget cutbacks, the SBA abandoned the program. Today, the tradition of assistance to small business is continued largely unfunded by the Small Business Institute Directors Association, and the dedicated work of Directors at many of the original schools. The program has been maintained because of the belief that a strong small business base is critical to the overall economy.

Dunn and Bradstreet has found that "poor management" is a major factor in 95% of small business failures. Many new business ventures are started by capable technical experts who lack some of the necessary management skills. However, even successful businesses that are growing rapidly have an acute need for the planning and analysis that SBCS students can offer to help improve management systems. For these reasons, your efforts to achieve excellence in your SBCS course studies can have a profound impact on the health of a business in your community.

For you, the Small Business Institute emphasizes essential business educational experiences such as: Applying your people skills as a team member and/or consultant; Examining business issues from the viewpoint of several disciplines; Engaging in real-world problem solving; Using analysis and creativity for business planning and problem solving.

In addition and when available, SBCS cases involving export and manufacturing development are being offered in connection with the Advanced Manufacturing Center (AMC) so you may have a change to gain a global perspective as well. The AMC at NMSU offers local entrepreneurs the skills and knowledge of Engineering students at a state of the art design and manufacturing facility here in Las Cruces. The Small Business Consulting Service takes a pro-active approach by offering management and marketing assistance at the same time.

Your job as a student consultant will involve:

• Determining the needs of the client which can be effectively addressed within the time limitations of a semester.
• Researching/Surveying to provide the client with as much quality information as practical.
• Discussion of the clients’ problems as a class to maximize ideas and consulting value.
• A concise, bound final report which will include:

• A professional presentation of your report and findings to the client.

When Small Business Consulting Services enrollment allows, students will be encouraged to work in teams while assisting clients. The advising professor will assign you to a specific case. Your professor will attempt to arrive at a mutually beneficial arrangement, taking into account the needs of the client and the students educational background. To be effective, two goals will be foremost:

1. To provide meaningful management assistance to the small business client.
2. To gain professional consulting learning experience for the student team members.

The student team must exercise great care and judgement with respect to any intentional or unintentional release of the client's confidential information. The SBCS Program guarantees that all information about the client and their business will remain confidential.

Students should not discuss their client's business with outsiders, nor should there be ridicule of a client's operation, (Appendix A - Confidentiality Agreement) at any time. Confidentiality of any client information is permanent; students will NEVER use or discuss any client information outside the classroom except with the client nor engage in any direct competition with the client during or following the case. In addition, written reports will not be made available to outsiders without the client's written permission. Neither should names, facts, or pictures be used for publicity purposes, without the express permission of the individuals mentioned or pictured. Without confidentiality as a foundation of the client/counselor relationship, the result would be insufficient information for the provision of management assistance.

It is possible that during the consultation students may discover activities that appear to be unethical or illegal. When such situations are reported to the Director, s/he must use his/her best judgment in handling the matter, keeping in mind the confidential aspects of the consulting. It is not possible to provide specific instructions on this except to urge discretion and avoidance of publicity. Such consulting cases may have to be discontinued.

In addition, students could encounter a conflict of interest situation. For example, students cannot hold a vested interest in companies that maintain business relationships with their SBCS client. They cannot personally receive gifts or gratuities from a client nor serve on their advisory board. They cannot work as a student consultant for a business that is owned or managed by themselves or an immediate family member.
 

Your Team Relationship

Your ability to work as a member of a team will be crucial to your future business career as well as the success of this SBCS Project. Increasingly, teamwork is a key ingredient of contemporary business endeavors. The SBCS case Study is an ideal exercise for honing your teamwork techniques to accomplish a project that parallels actual business experience. Whether your SBCS Director selects the SBCS Team members or you choose your partners, an excellent relationship with them should be one of your first and highest priorities.

By establishing the commitment to a shared objective, your SBCS Team will lay a foundation for open communications, good rapport, and mutual respect. The dynamics of your team should take full advantage of the strengths, motivations, and interests of each member. This process begins with the free exchange of information about each team member's education, experience aptitudes, and preference. The most effective distribution of project work will depend on the unique qualities each member can contribute to the project.

At the outset of your SBCS case study, it is advisable to develop a Project Plan for the team. Your initial Project Plan should be flexible enough to allow refinements and changes that make it more realistic based on experience gained as the case study progresses. It will serve as a tool for coordinating the project and adjusting your team's resources to meet its objectives.

Your SBCS Director may ask that you evaluate your team members. Be prepared to give a fair assessment of each member's contribution.

Basic Etiquette for Achieving a Strong Client Relationship

Providing a useful set of recommendations to your client is the guiding objective. Decide as a group what your responsibility is and what your goal will be. The following guidelines may be helpful:

• Promise only those consulting objectives that you can deliver during the term. It is better to commit to what you can deliver and finish on time, than promise more than you can possibly produce.
• Be dependable, this includes being on time for appointments and punctual with promised services. If you take records or information from your client's business, ensure that they are returned in a timely fashion.
• Do not expect to know all of the answers. If you need to gather further information, tell your client that you want to research the topic before you make recommendations. No suggestions or recommendations should be made without prior clearance from your supervisor.
• Be considerate of your client's time, experience, and opinions. Independent business owners are proud of their accomplishments.
• Help your client become self-sufficient. One objective of the consultation is to teach your client how to continue with your recommendations after the consultation. For example, if you are setting up an accounting system, ensure that they know how to use it after you have left. An overly complicated system that they do not understand will not be used after you have gone. Participation in the SBCS Program would be a learning experience in analyzing problems and opportunities for making pragmatic and realistic recommendations.

The ability to "put yourself in another's shoes" is an important factor in the establishment of a good consulting relationship. This will give insights into your client's actions.

Language and Communication

Clear communication with your client is important. Use basic and precise language rather than technical terminology in communicating with business clients. Practice the art of listening, this will be your most powerful tool as a consultant. If there is any indication of confusion or misunderstanding, rephrase the thought until you are certain that what you are hearing accurately describes your client's concept.

Courtesy

Good business manners become an important consulting technique for putting your client at ease and securing his/her cooperation. When making appointments, explain the length of time you think you will need. This gives your client maximum flexibility in the consulting relationship.

Emphasize your willingness to adjust your schedule to the convenience of your client. Allow plenty of time for your appointment. Since your client must give their customers priority, wait patiently and observe what is taking place.

Never insist on keeping an appointment if your client is hurried or distracted. Be willing to repeat your discussion of any problem area or consulting service until your client has fully grasped the idea you are trying to convey.

Encourage questions and discussion until you are sure that the business client is entirely comfortable with the idea that is being discussed.

Know when to leave. If you arrive for an appointment and it is "crisis day" for the business, do not wait around until things settle down. Depart immediately and graciously after making an appointment another day.

Resources

It is important to be aware of all possible sources of information and management assistance available to your client. The SBCS advisor will provide further information concerning additional local services available to your client, such as the Small Business Development Center (SBDC) or the Service Corp of Retired Executives (SCORE).

Points for Successful Consulting

1. Use an objective, professional, and positive approach that focuses on your client's needs.
2. Encourage your client to talk about the business on an in-depth basis.
3. Determine your client's business objectives and needs.
4. Show empathy and respect for your client.
5. Apply your expertise without proving you are an expert.
6. Ask questions and perform research that will help you uncover the root problem, evidenced by the symptoms.
7. Apply thorough analysis to your research and information before attempting to reach a conclusion or determine recommendations.
8. Make clear recommendations that are consistent with your client's objectives and his/her ability to implement them.
9. Keep your supervising professor well-informed about problems and progress.

The SBCS Director makes the initial contact with the potential client and explains the SBCS Program, the role of the student consultants), and the requirements of the program. The following will already have been explained to your client before the student consultation begins:

1. Being available to the student (SBCS teams) at the times agreed upon.
2. Maintaining regular communication over the course of the semester, with the student (SBCS team).
3. Making available to the student/team any records, files, and financial statements that the student and the client agree are necessary to complete their project.
4. Using the student/team in their proper capacity as "consultants" and not expecting the students to serve as temporary help to do work that would normally be performed by regular employees.
5. Attending one exit interview meeting involving the student/team and the Director to discuss the results of the completed project.
6. Providing a "Client Acknowledgment" of the final report at the completion of the project.
7. Expecting some follow-up to determine effectiveness of the program.

Before the Initial Client Meeting

Teams: Have a team meeting before going out to see your client and select a team coordinator. It will be the coordinator's responsibility to see that the professor case supervisor is kept up to date and to see that all deadlines are met. This does not mean that the coordinator does all the work.

Everyone: Develop a set of questions that are personalized for your client's business. See the Confidential Profile Sheet and sample questions (see appendices below). Be prepared to ask your client questions about their business, products, services, customers, and perceived market niche.

The purpose of the first meeting is to get to know one another. You will be able to get answers to your general questions and to decide what it is your client wants you to work on. Be sure to call ahead, confirm, and be on time for your appointments.

Approach your assigned business in a positive manner. No matter how bad the place may look when you walk in the door, find something positive to say about the business early in your first visit. Your client has an emotional, not to mention financial, interest in the business and understandably feels pride of ownership.

The first impression may be inaccurate but it can be a lasting impression. To develop a professional relationship, it is helpful to appear clean and businesslike. You do not need to wear a business suit, but at the same time, torn jeans and dirty running shoes will not provide you with a professional appearance.

Establishing credibility can be a challenge in the early stages of your assignment. One way to accomplish this is by learning all you can about your client's business and industry. Get all available information about your client and his industry, from your professor, through library or Internet research, or from others who know the business.

The Meeting

During the initial meeting with your client, you should gather as much information as possible through a tour of the facilities, observation, conversation, and printed materials. Use the Confidential Profile Sheet (see appendices below) to guide your thinking in gathering pertinent information. Always ask for a tour of the business, pick up any available brochures, catalogs or other product information (i.e., a restaurant menu).

Avoid the use of technical or professional jargon. Some clients may have less formal education and may not be sure of what your are saying. On the other hand, do not "talk down" to your client. The most useful approach is to assume that they will be comfortable with the kind of communications, both oral and written that a high school graduate can handle. Never allow your client to feel that you do not see the firm as worthwhile and important.

After the Meeting

After your initial visit, (teams meet as a group) decide what additional information you need. Determine what the business is, where the business is headed and what strategies your client is using to achieve those goals. These thoughts and ideas will then serve as a basis for your Statement of work. See the following section on preparing the Statement of Work and have it approved by your SBCS Director or Coordinator.

Set up another appointment with your client. During this follow-up appointment have your client read the Statement of Work. They may wish to add to, change, or approve it as it stands. Be sure to look for those problems that your client might not see or does not want to see. Be very diplomatic and sensitive with those problems that your client does not want to acknowledge.

Decide what information you need (population figures, industry trends, financial, operating methods, etc.) and where you will obtain this information (local Chamber of Commerce, industry, library, SBDC, etc.)

Begin collecting your information and making written notations as soon as possible. This will enable you to stay on task. Your advisor will provide you with a schedule of deadlines for each part of the report.
 

The Statement of Work is a great way to begin the case report because it forces you and your client to formulate the objectives of the case early in the consultation. The purpose of the Statement of Work is to define as clearly and concisely as possible what you will do for your assigned business. It should be a specific, detailed program of activities with time lines and should include:

1. A statement of your client's needs as disclosed and agreed to in the initial meeting.
2. A summary of the various business issues you will address and the steps in which the work will be performed.
3. The goals that you wish to accomplish during the consultation and in the paper.

Guidelines for Writing Objectives:

1. One specific result to be accomplished per objective.
2. A specific time frame for completion.
3. Easily understood language.
4. Consistency with the mission statement of the company.

In some SBCS cases, the small business owner may not have pressing problems but will want help with updating a business plan, performing a competitive analysis, undertaking a "management" audit, or other preventive measures. Often times, these cases can be the best learning experience because a manager who is so interested in improving operations is usually very receptive to recommendations. In other instances, business owners will request SBCS assistance because of obvious problems that are evident from acute symptoms. In either case, your ability to identify the underlying cause of the problems is critical to the effectiveness of your consulting project.

Small business owners sometimes focus on treating the symptoms instead of determining the root problems for a number of reasons. First, entrepreneurs are so busy managing the immediate concerns of the business that they may not have time for the analysis that will uncover the underlying problems. Second, some owners have not had the management education or experience to identify subtle weaknesses in their operations that are leading to fundamental problems. Third, independent business owners can have a deep sense of pride that may preclude examining their management system objectively. For these reasons, it is not uncommon for small business owners to treat the symptoms rather than cure the problem.

For example, an entrepreneur who is in a cash crunch may conclude that the best solution is to get a loan as soon as possible. However, the short-term loan relief could temporarily mask an underlying problem such as deteriorating turnover of accounts receivables or inventory. Treating the symptom in this case would only delay consequences of the problem and probably exacerbate the financial condition of the business by adding a greater debt loan to a diminishing cash flow. By contrast, identification of the reasons for lower receivables/inventory turnover could lead to recommendations that would boost collections and sales. The resulting increase in cash flow could reduce or eliminate the need for borrowing.

To avoid this type of trap, it is necessary to keep an open mind and listen objectively during the initial inquiry about the business. Well-meaning business owners can be persuasive in expressing their conclusions about how to alleviate a problem. However, your challenge is to apply thorough analysis to the case using the interdisciplinary knowledge you have gained in Business School. Identifying the symptoms should be done jointly with the business owner, but reserve judgment before accepting solutions. For this reason, it is advisable to phrase the Statement of Work in a way that leaves the SBCS consultant or team an opportunity to search for root problems before making recommendations.

For instance, a business owner may initially want you to develop an advertising plan because of slipping sales volume. If the reduced sales are caused by poor quality and service, a beefed-up advertising program would only get more people to experience the inadequacies of the business. Consequently, it would be better to undertake a Marketing Plan that would give you an opportunity to research and address the real reasons for the slower sales volume. When root problems are identified and addressed with realistic solutions, a small business owner has an opportunity to make an enduring improvement. This is the measure of success of your project.

To find the underlying problems, you will need to look at the probable causes and analyze each of these areas. The questions in Appendix G may be of some help. Do not ask your client to answer all these questions. Instead treat this list as an idea generator. Starting with the symptoms, you can brainstorm to develop the probable causes. Techniques such as industry and historical ratio comparisons can help you zero in on problem areas. However, it is usually necessary to go several layers deep into the symptoms to find the root problem. As an example, if the gross margin for a business is 20% when the industry norm is 40%, a penetrating analysis of this variance may show a problem with pilferage, improper markup procedures, dependency on clearance sales, a high level of returns, or many other causes. Through research, inquiry, observation, and analysis, you should narrow down the list of probable causes until you are able to determine the actual root problems.

Once the underlying problems have been spotlighted, you can concentrate on developing solutions. The resulting recommendations must be realistic and substantive. Once again, brainstorming may help develop the best recommendations for a root problem. Recommendations should be made with the means and resources of your client uppermost in mind. Your client should be given an understanding of how the recommendations will help alleviate the symptoms troubling the business. By showing your client the reasoning and logic behind the recommendations, you can improve the extent of implementation. In this way, you will have contributed to the long-term success of the business while honing real-world problem solving skills that are so highly valued in the job market.
 

Review of previous SBCS cases reveal several pitfalls to avoid. By learning these common errors, the quality of your consulting will be improved.

1. Seek solutions to the underlying causes of the business problems and not the symptoms.
2. Take time to listen to your client and develop good rapport.
3. Prepare a "Statement of Work" that defines the consulting area your SBCS Team will address.
4. Plan the project to: Define its scope, distribute workload, assign responsibilities, develop a time schedule, outline stages of completion, coordinate team members, and determine the objective(s).
5. Call your client to arrange for site visits and meetings.
6. Make the objective of your project to provide highly useful consulting to your client instead of simply producing a report to "impress the professor."
7. Write the report in language that is easily understandable by your client.
8. Give a clear explanation about how financial ratios, research studies, graphs, etc., relate to your client's specific situation (i.e., if you write: current ratio is 2 to 1, also explain the significance or why it's important to your client).
9. Focus on the area of study outlined in your Statement of Work and inform your client about progress on this objective.
10. Keep contents in the report highly relevant to your client's specific situation to avoid using "filler" pages (i.e. material copied directly from textbooks, client's records, promotional materials, and other research projects). If this material pertains to your study or case, organize it in the appendix and refer to it in the body.
11. Respect the pride of your client so the report reflects a professional consulting treatment and does not appear to be a personal criticism.
12. Consider your client's opinions of problems and solutions, but make your own objective analysis that will lead to recommendations with enduring impact.
13. Include a one- or two-page "Executive Summary" in your report.
14. Ask for your professor's or coordinator's guidance when problems arise on the SBCS case.
15. Recommend realistic solutions that are within your client's financial, managerial, or resource capacity to achieve.
16. Address the problems directly, with pragmatic, highly useful recommendations your client can implement.
17. Realize that a business does not need a pack of problems to make an excellent case study. Often the best SBCS cases help an already good manager plan to become even more successful.
18. Have an "exit interview" where you personally present your recommendations to your client and answers questions. The resulting discussion between you, the client, and the professor, can be the most rewarding and valuable part of the project.

1. PRONOUNS.

A business is an "it." Its group of managers, employees, or personnel may be called "they."

When writing about more than one noun, it is necessary to be absolutely clear as to which noun any pronoun is referring.

Many papers include commas wherever a speaker might take a breath. Commas are needed less frequently than you think.

One very useful function of the comma is to clarify to which antecedent a clause is referring. For example: Joe manages keeping the books and Nancy stocks shelves. The reader will have to read this sentence twice before he realizes that Joe does not also manage Nancy. This problem could be avoided by inserting a comma after the work "books."

6. DANGLING PREPOSITIONS.

• Avoid the second person. For example, Second person error: You go through the gate to get there. The proper phrase would read, One goes through the door to get there.
• Avoid contractions. Write "it is," instead of "it's."
• Avoid informality in titles. Write Mr. Thomas Smith or Mr. Smith, not Thomas, Tom Smith or Tom. Do not use nicknames.
• Use business vocabulary and terms. Avoid slang or jargon.
• Use spell check and grammar check software whenever possible. Provide your supervising professor with a draft report for comments and corrections before preparing the final draft.

A professional presentation is required at the end of the project. In a successful consulting relationship the final recommendations should not be a surprise to your client. At the meeting, the client is given their final copy of your report. Include a "letter of transmittal" at the beginning of the report. This should be personalized and sincere (Appendix E). As the consultation progresses, keep your client informed as to the problems the team has identified and the solutions being considered.

Actual Presentation

The final report presentation can be "formal," complete with overhead transparencies or computer presentations and other visual aids, or simply a "talk-through." Both give your client time to discuss the proposed recommendations. This final meeting is also an excellent opportunity to discuss sensitive issues that may not be included in the final written report.

The discussion that takes place during the final report presentation is often the most valuable learning experience for you. It is easy to be critical of the inefficiencies of your client's business when you are not in his/her presence. When facing your client in person, you will need to handle these areas with a great deal of tact.

Oral Report

As a means of practicing for your presentation, you will be given the opportunity to give an oral report to your class. This will be decided by the professor your class and you will be instructed as to what format, how long, and when it is to be given.

The following outline serves as an illustration of the many possible headings and topics that might be included in your report. It is only intended as an example. Consultants should carefully consider the specifics of their clients, case and include or leave out subjects and material as needed.

The SBCS coordinator and director will provide the student consultants a syllabus at the beginning of the semester. This will include a schedule of deadlines for the different sections of the report.

Title Page

Disclaimer Statement (see Appendix C)

Client Thank You Letter (see Appendix E)

Client Certificate (see Appendix D)

Table of Contents

Executive Summary (A summary in paragraph or outline form that briefly describes the major sections of the paper. Written after the body of the report is completed.)

Introduction - Usually includes:

• Introduction of student consultant and their educational experience and background.
• General description of the business including history and introduction of the owners or operators.
• Mission and Vision Statements.
• Goals and objectives of the firm.

• Marketing analysis of the firms products or services including the four P’s.: product, price, place, and promotion.
• Competitive Analysis (S.W.O.T.) A complete description of the company’s strengths, weaknesses, opportunities, and threats.
• Financial Analysis (as appropriate) including financial statements and pro-forma cash flow reports.

• A discussion of the problems and needs to be addressed in the paper.

• Methodology of analysis and any research performed, and results.

• Discussion of all suggestions based on evaluation of the firm. Should include a time line for implementation.

• Cite all resources used in the research of the paper.

• Include all relevant material discovered in the research of the paper in different appendices.

IN CONSIDERATION of my being selected for and being permitted to participate in a project for the providing of advice and assistance to small businesses, sponsored by the College of Business Administration and Economics at New Mexico State University, and thus receiving the increased educational experience which will result from said participation, I agree as follows:

1. I agree that I will treat in strict and absolute confidence all information received by me from any business firm or person requesting assistance of the kind to be provided under this project. The only exception of this commitment will be another member of the Project Team and the Project Director and/or other participating faculty or staff member of the College of Business Administration and Economics at NMSU who will supervise the project.
2. I agree that I will not recommend to any business firm or individual requesting assistance for purchase of goods or services from sources in which I (or other members of the Project Team) or the sponsors may be interested, nor will I accept fees, commissions, gratuities or other benefits from any firm or individual I or another member of the Project Team may recommend to the business firm or individual so requesting assistance.

Date:

Student(s):
 

The report hereunder represents an attempt to assist this business by the Small Business Consulting Service (SBCS). Every reasonable attempt has been made to present reliable and accurate information. Much of the analysis is, of necessity, subjective in nature and is based on personal interviews or team observations. Accordingly, no warranties or promises of accuracy are made by the writer(s), the faculty, or the staff of the SBCS. Furthermore, the University, its faculty and staff, and the writer(s) assume no responsibility or accrue any liability for the reliance by any of the parties upon the report and any portion thereof.

This report has not been and will not be used by the student consultant for any other purpose without the written permission of the client and the supervising professor.

DATE

THIS IS TO CERTIFY THAT I HAVE RECEIVED A COPY OF MY SMALL BUSINESS CONSULTING SERVICE REPORT AND HAVE RECEIVED A BRIEFING ON ITS FINDINGS. IF I HAVE ANY QUESTIONS I WILL HAVE AN OPPORTUNITY TO DISCUSS THESE QUESTIONS WITH THE SUPERVISING PROFESSOR.
 
 

Client Name

Date

Client Name

Address

Dear Client:

It has been a pleasure to work with you in a consulting analysis of your firm. Your cooperation, patience, and enthusiasm made my job much easier and contributed to my learning experience. I feel you have given me a great opportunity to use my formal education in a real-world application.

The report makes recommendations based upon your input and my observation and analysis. I hope that the implementation of these recommendations will benefit your company.

As this concludes my work with the Small Business Consulting Service, any further questions or comments should be directed to the program director.

Sincerely,
 
 

(Student Consultant or Team Leader)

We are interested in how our students helped you as a client of the Small Business Consulting Service. We would appreciate your taking a few minutes to answer the following questions. Your feedback will help us in our future efforts.

COMPANY:

NAME OF RESPONDENT:

DATE:

1. Did the student perform as promised in their proposal? Please explain what was/was not done.
2. What was the most useful result of the Student Consultant's efforts for your business?
3. What suggestions do you have for improving the effectiveness of our program in assisting small businesses in our community?

The following is my evaluation of                                                                      (Student Consultant)

in the Small Business Institute working on                                                                       (Business Name) during the                                             semester. My evaluation is based on my observation and direct contact with this student/consultant in all or some of the following (please comment as you see fit):

1. Written communication

2. Various meetings

3. Communication skills

4. Organization ability

5. Planning skills

6. Cooperation

7. Maturity

8. Professionalism

9. Keeping appointments

10. Oral presentations

Additional comments:
 
 

Grading Scale:
A = 90 - 100%
B = 80 - 89%
C = 70 - 79%
D = 60 - 69%
F = below 60%

Considering all of the above, the grade according to my evaluation is     %.

Please complete this form and return it to the SBCS in the enclosed, stamped envelope by                 .

Content

• Goals of the Client Consulting Project: Are they clearly identified? Are they worthwhile (i.e., are they relevant and important to the success of the company?) /10
• Scope and Intensity of the Consulting Project: Creativity, planning, development, implementation, extent and quality of supporting research. /30
• Evidence of Success: Will the report be a lasting benefit to the company? Are the students recommendations relevant, important, realistic, and achievable given the current circumstances of the specific business and industry? /35

• Effective Presentation: Is the format clear and concise? Is the information arranged logically? Do supporting exhibits, graphs and appendices clarify arguments? /10
• Creativity in the Reports Presentation: /05
• Correct Grammar, Punctuation, Spelling, and Acceptable Business Style /10

Student(s):