Clients
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Threshold clients include business intelligence groups, knowledge services units, and information centers in some of America’s largest companies. Middle market and smaller firms, including consultants, advertising and public relations firms, and marketers and product developers in various industries also rely on the information experts at Threshold to help them identify — and open — doors to opportunities.

Here’s what some of our clients say:

"You save us so much research time. I have learned from all the CI information you have sent and forward it along to my staff."
Chief Information Officer, Fortune 100 manufacturer
"Great work! Thanks again for working under our crazy deadline! My clients are going to be sooo happy."
Manager, Information & Research Group, blue-chip consulting firm
"Please accept our thanks for your research on our questions. ...I reviewed the results and happily sent them on to my client. They look excellent."
Information center manager, major medical manufacturer
"Threshold's report on consolidation in the industry was outstanding. A tremendous amount of information, data and insight. Their ability to focus the information is impressive."
Strategic planner, major food manufacturer
"The report looks GREAT (very thorough!). Thanks SO MUCH for a fine job."
Marketing Manager, Fortune 500 specialty chemical company
"This stuff is excellent....I am quite satisfied with the quality and the rapid results."
Product Development Specialist, Fortune 500 specialty chemical company
"Thanks for the great job. This really helps us get this project off the ground."
Marketing Executive, mid-sized toy company
"Thank you so much... It was exactly what I was looking for! Your service was outstanding and amazingly expeditious."
Public Relations Executive, Fortune 500 pharmaceutical company
"Perfect. Keep it up."
CFO, Fortune 100 consumer packaged goods company.
No matter what the industry...failure to keep up with current information...can lead to less successful projects and products, wasted resources, and broken businesses.  Thomas Davenport, Harvard Business Review, July 2002  
   
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