Market Research

Feasibility Studies


It is not difficult to determine the feasibility of a project. Any firm can do that. Our responsibility to the client is to tell them how to reach their objectives. The distinction is critical!

I do not feel that there is a degree of flexibility. We do are not to use our discretion. This does not make us less professional, but rather allows us to have a common understanding of what is expected and that will assist us in meeting the kind of standards and qualities which will make us all proud of the result. And I want our work to be the most effective and productive for the client possible.


Not ‘If’ . . . But ‘How’

The Firm’s Unusual Approach to a Feasibility Study

For years, we conducted feasibility studies in a conventional manner— much like all of the other firms in the field. We always felt that ours were superior. We, of course, admit to a strong bias in this regard, but we know our competition very well—and we honestly believed that our studies were more penetrating, more intuitive, and more extensive and innovative in their recommendations. We are very proud of our work.

But something happened about a dozen years ago which changed unalterably the direction and focus of our future study work.

It happened in Texas. We were asked to undertake a study in a major city for an important organization. The group required a great deal more money than had ever been raised in the city before. Our challenge was to determine how to uncover the full potential of that organization and help that community stand on tiptoes.

It was that Texas program that ignited the spark. All of a sudden, it occurred to me: our firm is not in the business of market research. We are paid to motivate people and to raise funds. That’s really our business. And at that, we’re great!

We tried something new for that Texas study, something that had never been done before. The results were extraordinary. I couldn’t believe that the new approach could possibly make that much difference. But it did.

Since then, we have conducted probably another 1000 or more studies—with the same concept and principle we used for that Texas community. And hopefully, we improve a little each time. We fine-tune the process a little bit and learn and understand with greater clarity what motivates people to give.

If you want a totally objective feasibility study— we might not be the appropriate firm for you. We feel keenly that each interview is an extraordinary opportunity to cultivate and win new friends for the organization. If we apply our methods properly, we are convinced that we can help those we interview reach new levels of giving and leadership. It works. It really does!

We thrive on organizations and institutions that have challenging and audacious objectives. This is where we are at our best. We know that any firm of quality can determine if a project is feasible. We feel our charge is beyond the feasibility. Our dedication is to show an organization how to achieve its needs. In this regard, our overriding commitment to the client is: Not If’ . . . But ‘How’. And that distinction is of extraordinary importance to the client.

Not If’ . . . But ‘How’. This is our guiding and resolute principle in conducting our assessment. That is why we have given the approach we take and the total process a different name: Feasibility/Developmental Analysis. It is our determination to take the organization from where it is—and move it to where it needs to be in order to fulfill its mission and meet its needs.

Not ‘If’ . . . But ‘How’ is our promise to the client, our Covenant.

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Their expertise in writing case statements, conducting feasibility studies, analyzing results of the studies and follow up consulting is second to none.

Dr. Ronald G. Area
CEO, The Marshall University Foundation, Inc

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