Legal service is an effective solution for the most challenging, complicated and critical legal issues based on our experience and deep knowledge of the law.
MCI Group is an innovative and result-oriented management and investment consulting company that offers partners diverse and financially justified solutions made on an individual basis. The idea of establishing our company was to enter, craft strategy, manage and provide reasonable investment.
So, on the strength of deep understanding of business we had developed the whole spectrum consulting services that took our partners to a higher level. We provide a full range of business consulting services in Management, Finances, Marketing, Sales, Legal, Accounting, Investment and International integrity.
We offer company diagnostics, development of the strategy and forecast for the next 1-3 years. At the final stage of the project, we provide management outsourcing to implement the strategy plan based on international, modern principles of doing business and the best practice for implementing business rules.
Our mission is to help Business owners and managers make better decisions, positive changes and prepare for their best financial future.
The way we do things are in pursuit of our vision:
Integrity – we value honesty, trustworthiness and high ethical standard;
Excellence – we strive for excellent performance in everything we do;
Innovation – we value innovation efforts, ideas and methods to continually improve our business processes;
Enthusiasm – we seek and try every opportunity to achieve the goals;
Courage – we challenge the status quo and find a way to make things better;
Achievement – we strive for excellence and deliver results.
The importance of lawyers
Business owners and managers faced countless business law situations and complex legal matters, which also includes financial losses, caused due to the unresolved legal issues in the partnership chain (suppliers, customers, creditors, debtors). The manager’s decisions could make or break business owner’s financial future and the stability of their business.
It should be mentioned that, the companies usually refer to us for legal consulting just when some problems have already occurred and they are at the stage of on-going disputes. In such cases despite our efforts, may not be possible to decide legal matter or settle out-of-court. The Lawyers active involvement in a company’s day-to-day activities is vital for the unhindered functioning of the company:
• The lawyer will provide the company staff within the course of their works, to understand and acknowledge existing legal regulations. The staff can be: director, human resource manager, accountant, marketing manager, etc. Employees who deal with the relevant legal issues in the process of working. Consequently, the prior consulting with the lawyer, considering the applicable law and following all requirements will prevent the company from failure.
• Company’s daily activities include: negotiation with partners, conduct business transactions, draw up, formation, performance, enforcement of contract and other legal documents. When highly qualified team deals with negotiation and drafting process, they analyse business risks, consider the specificity, interests and requirements of the company, and thus, the Company can avoid future misunderstandings.
• It is vitally important that the manager respond to legal issues timely and effectively. The phrase “time is money” is once again confirmed by the fact that the management’s delayed response to the legal matters causes the growth of the company’s expenses like cost of attorney’s service fees, court fees, other expenses related to the legal case, etc. Therefore, timely and effective response to the legal issues in the long run will save the company’s expenses.
• Case and litigation strategy clearly determines the success and outcome of the dispute, redressing such cases in the court of higher instance might be difficult. Thus, it is important that specialized and experienced lawyers create a winning case strategy and represent the company in the court from the beginning to handle the case and prevent further adverse consequences.
What we offer
That is why we decided to bring up legal services. We identify and assess the business risks and provide companies with reliable, justified and business-oriented solutions to complex legal matters and business problems. Since, we have a multi-profile experience and our team works for distribution, production, food, vehicles, furniture, jewellery, household chemistry, construction materials, metal constructions, power plant, cosmetics, health care, media and television, hotel, financial institutions, digital business, construction, trading companies, we are conscious of the specifics of the Georgian market, quite easily and quickly respond to all the most important aspects of a client’s need.
Our team provides a full range of legal assistance from long established companies to start-up business and has the most experienced practices focused on Business Formation and Administration, Legal Drafting, Labor and Employment Law, Corporate Law, Mergers & Acquisition, Tax Law, Banking and Finances, Investment Law, Business and Commercial Litigation.
The fee for business consulting services starts from 2,000 Gel and depends on the legal issues. To make our services available for the small and medium size business we benefit 50% co-financing of European Bank for Reconstruction and Development.
Head of MCI GROUP Legal Department
What makes a great leader? Knowledge, smarts and vision, to be sure. To that, Daniel Goleman, author of “Leadership: The Power of Emotional Intelligence,” would add the ability to identify and monitor emotions — your own and others’ — and to manage relationships.
Qualities associated with such “emotional intelligence” distinguish the best leaders in the corporate world, according to Mr. Goleman, a former New York Times science reporter, a psychologist and co-director of a consortium at Rutgers University to foster research on the role emotional intelligence plays in excellence. He shares his short list of the competencies.
Realistic self-confidence: You understand your own strengths and limitations; you operate from competence and know when to rely on someone else on the team.
Emotional insight: You understand your feelings. Being aware of what makes you angry, for instance, can help you manage that anger.
Resilience: You stay calm under pressure and recover quickly from upsets. You don’t brood or panic. In a crisis, people look to the leader for reassurance; if the leader is calm, they can be, too.
Emotional balance: You keep any distressful feelings in check — instead of blowing up at people, you let them know what’s wrong and what the solution is.
Self-motivation: You keep moving toward distant goals despite setbacks.
Cognitive and emotional empathy: Because you understand other perspectives, you can put things in ways colleagues comprehend. And you welcome their questions, just to be sure.
Cognitive empathy, along with reading another person’s feelings accurately, makes for effective communication.
Good listening: You pay full attention to the other person and take time to understand what they are saying, without talking over them or hijacking the agenda.
- RELATIONSHIP SKILLS
Compelling communication: You put your points in persuasive, clear ways so that people are motivated as well as clear about expectations.
Team playing: People feel relaxed working with you. One sign: They laugh easily around you.
According to the Information and Communications Technology Council (ICTC), Canada’s digital economy is growing steadily.
By 2021, ICTC forecasts that 216,000 new jobs will be created in this sector, for a total of 1,637,000 jobs.
Only 25% of ICT jobs are held by women. Many factors can explain this disparity, and TECHNOCompétences believes that one of them is the lack of networks, mentors and female role models in this sector.
To help buck this trend, the Chamber of Commerce of Metropolitan Montreal is proud to welcome, on March 14, a leader who is deeply committed to the role of women, particularly in the IT sector, the former marketing director of Facebook: Randi Zuckerberg.
Passionate about tech and media, the Harvard graduate launched Zuckerberg Media in 2013.
With her company, Randi wants to further encourage women of all ages to take an interest in tech and entrepreneurship.
To do so, she creates varied content to reach a large female audience. Among other things, she is the producer of Dot., an animated series with a tech-savvy heroine as a role model for young girls, as well as Dot Complicated, a weekly radio show on the business world.
She is also the best-selling author of four books for girls and women, both to inspire and motivate them and to explain how technology and social media influence our lives.
In addition to developing content to encourage women to become entrepreneurs, she is also an angel investor. The businesswoman wants to play a significant role in identifying the next generation of successful women business leaders by financing their projects.
Recently, Randi was appointed to the World Economic Forum’s Global Agenda Council on Social Media and the United Nations Foundation’s Global Entrepreneurs Council, and was named one of the 50 most influential people in digital media by The Hollywood Reporter.
Over the years, the Chamber has welcomed many prestigious speakers as part of its Bell International Leaders series, including President Barack Obama, U.S. First Lady Michelle Obama, Secretary of State Hillary Rodham Clinton, Prime Minister Manuel Valls, former President of General Electric Jack Welch, Wikipedia founder Jimmy Wales, Apple co-founder Steve Wozniak, and Twitter co-founder Biz Stone.
|Women-owned businesses continue to be the shining light in the current market. According to the Center for Women’s Business Research, female entrepreneurs generate $2.3 trillion to the American economy and employ more than 18 million people. |
There are many examples of women in business success stories but we did not have to dig deep to find the truly inspirational female business leaders. The following women in business have overcome great odds and serve as a beacon for all those to follow.
Each of these examples provides varying degrees of hardship and success. Some, like former Washington Post CEO, Kathrine Graham, had no idea of the ability in her until tragedy struck. Others, like Oprah Winfrey, have the spark of greatness within them. As William Shakespeare stated, “Be not afraid of greatness; some are born great, some achieve greatness, and others have greatness thrust upon them.”
Katherine Graham, CEO Washington Post
Graham’s rise to publishing leadership was something “thrust upon” her. Following her husband’s death from suicide depression, Katherine had chosen to fill her husband’s shoes as the Post’s publisher. Katherine had no idea of the greatness ahead of her but as stated in her autobiography “Personal History”, “What I essentially did was to put one foot in front of the other, shut my eyes, and step off the edge”. That courage led her to become the first female CEO of a Fortune 500 company. Katherine’s success can be summed up by her words, “To love what you do and feel that it matters—how could anything be more fun?”
Ruth Handler, Founder of Mattel & Barbie Creator
California female entrepreneur, Ruth Handler transformed her belief of girls playing with paper dolls, to dolls with breasts being vital to the child’s self-esteem. That belief led to the icon everyone knows as Barbie. From a garage in 1945, Mattel grew to become a Fortune 500 company. Ruth’s understanding of self-image continued later in life when she developed the “Nearly Me” breast prosthesis following a mastectomy. Disliked by feminists, Handler’s ability to stick to her vision shows the trait required by all small business owners.
Mary Kay Ash, Founder Mary Kay Cosmetics
Probably one of the most significant impressions left upon women’s opportunities to succeed in business was from the positive and giving attitude of Mary Kay Ash. Mary Kay entered the world of selling for a company called Stanley Home Products. Throughout her career, she won numerous awards and upon retirement decided to take the entrepreneurial plunge and build her “dream business”. And what a business it was, Mary Kay Cosmetics has gone on to change the lives of millions. Success did not come easy to Mary Kay, her husband died one month before the company launch but her philosophy endured, “If you think you can, you can. And if you think you can’t, you’re right.”
These women represent a small sampling of many great women in business influentials. The one common thread among the stories of success is that success does not come easy. Success goes hand in hand with hardship and challenges. Never lose sight of your small business struggles, they are a requirement for great things.
Most early stage companies chase anyone with money. However, if you
truly want to scale you need to learn how to say ‘no’ to a lot more prospects.
People who to
scale their businesses are not just looking for 10 to 15 percent growth a year.
They want to grow 50 to 100 percent a year or more. While this kind of growth
is not easy, it’s very doable for many businesses. The challenge is that if
they want to grow at these rates, they need to change the way they do things.
And that change can be tough.
One of the toughest changes they
need to make is who they prospect and sell to. Typically, most businesses with
one to 10 million dollars in revenues use chameleon selling. This is where they
hunt for leads and then customize and adjust their products and services to the
needs of whatever prospects they find. While you can build a good business this
way, you won’t build a scalable business.
In order to grow systematically,
you need to focus on a small, limited set of products and services that serve
the needs of a target set of customers. This is the only way you can hone your
processes proficiently, find talent efficiently, and train your people
effectively, and consistently deliver a quality product or service.
When working with companies who
want to scale, we should typically start
by defining their ideal customer by looking at past customers and finding
companies who have been profitable, easy to serve, and promoters for the
Once we have a good set of example
ideal customers, we can ask a series of questions that define our ideal target
customer. Any prospect who doesn’t fit this profile should be de-prioritized in
the funnel, regardless of how attractive they look.
1. How would you pick your ideal customer out of a crowd?
The first thing we look at is
demographics. What does your ideal customer look like externally. What car do
they drive, what school did they go to, how big is there business, in what
industry are they, or in what geography are they located? These are things we
find in industry reports or through some good Google searching.
This information helps us figure
out where we can find these targets and what strategies might work best in
terms of prospecting and finding leads. The better we do this and the more
refined the demographic description, the easier it is to find a productive
2. What’s happening in your ideal customer’s head?
The second thing we look at are
the psychographic attributes of these core customers. These are their values,
concerns, priorities, tendencies, and habits. It tells us how they think and
what’s going on in their heads. With a good psychographic profile, we can
understand what will get their attention, what they are concerned about, and
how they make decisions.
This tells us how to best sell to
them and how to position our products and services to meet their needs. It will
influence everything from types and style of imagery we use in our advertising
to the tone and language of the copy we use in our communications.
3. When is the best time to approach your ideal customer and with what
Finally, we want to ask ourselves
what triggered the sale or beginning of the engagement. Using our example core
customers, we look at what prompted them to start a conversation with us that
led to a closed deal. This can be an internal event that occurred- hiring an
employee, or moving offices. It could also be external events such as a new
regulation going into effect, the introduction of a new competitor, the change
in industry technology, or a change in the economy.
These events tell you when you
need to communicate with you prospect. Too early and you’re jumping the gun.
Too late and you’ve missed the boat. Getting this right will increase the
impact of your message and greatly improve the efficiency of your selling.
It’s also important to map and
understand any lags or delays that happen between these events at the beginning
of a sales conversation. Knowing that your core customer typically searches for
your solutions six months before or three weeks after an event is important for
the timing of your messaging.
By clearing defining your core customer in
specific terms, you’ll be able to be more strategic and efficient with your
selling process. Even better is that you’ll streamline your delivery and
operations management since you’ll be focusing on just a few products and
services rather then customizing your solution for each customer.
Educational AI forum
coincidentally started out in 1998 as a ‘Tomorrow Lab’. Here, some 350 data
scientists, mathematicians, and developers are working across more than 40
different areas of expertise at any one time.
At the forum, the talk was
of data lakes, random forests, and “boiling the ocean.” Nature metaphors aside,
it was a chance to experience our newest techniques for analyzing and modeling
data to help our clients solve some of their most intractable problems.
“The thinking in AI has
changed from ‘What’s possible?’ to ‘How do I do this?’” explains Rafiq Ajani,
the partner who leads the North American analytics group. The general session
was followed by a whirlwind tour of demos from our experts.
Up first was Luke Gerdes
developing analytics to help counter terrorist networks and insurgents.
Today, he focuses on natural
language processing, a branch of artificial intelligence that uses analytics to
derive insights from unstructured text—that is, text that is not organized into
a structured table but appears in written documents.
These could be legal
contracts, consumer complaints, social media—and, in one example, conversation
logs between pilots and towers.
“Almost 90 percent of all
data is unstructured,” he explains. “We are just at the tip of the iceberg in
developing potential applications.”
Following next was Jack
Zhang, who has been with the analytics group from its humble beginnings of
Excel sheets and traditional statistical models. Today, he leads our work on
AI-enabled feature discovery (AFD), which he describes as “boiling the ocean”
to find the insights.
AFD is about testing every
possible variation on a set of information to understand outcomes, such as why
customers cancel a service or patients make certain choices.
“It’s a statistical-modeling
concept that’s been around for years—but automation has changed everything,” he
says. We can test every possible variation of immense data sets—hundreds of
millions of variations—in a fraction of the time, and it highlights pockets of
features we can dive into for new insights.”
Adrija Roy, a geospatial
expert, demoed our OMNI solution. It combines geospatial data (transit hubs,
foot traffic, demographics) with customer psychographics (shopping history) and
machine-learning techniques. Businesses are using OMNI to understand the
economic value of each of their locations in the context of all of their
channels. It’s guiding decisions on optimizing location networks.
The final demo was about
deep learning, presented by Vishnu Kamalnath, an electrical engineer and
computer scientist, who did early work training humanoid robots.
In deep learning (DL),
algorithms ingest huge sets of unstructured data, including text, audio, and
video, and process them through multiple layers of neural networks, often
producing insights humans or less complex models could not grasp. DL algorithms
can detect underlying emotion in audio text, are used in facial recognition,
and can track small, fast-moving objects in satellite imagery, such as fake
license plates in traffic.
“People used to think of deep learning as a
really expensive proposition, requiring complex hardware,” says Vishnu, “But
the cost is dropping; tools are becoming commoditized. Don’t shy away from it
as an esoteric solution.” Deep-learning applications are estimated to be $3.5
trillion to $5.8 trillion in value annually across 19 industries.
While technologies are advancing at a healthy pace, one challenge remains
unchanged: getting right kind of data for the right use case at the right time.
“The data component takes 80 percent of the time to gather, clean, and run in any
project,” says Jack Zhang. “We still live by the maxim ‘garbage in, garbage out’.”