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Cash, as they say, is king. You need to manage cash - if you're out of cash and out of credit, you're out of business. You need to have a good 13 week cash forecast, generated not from the income statement but from a detailed understanding of receipts and disbursements. Therefore monitor trends in your cash flow to keep on top of any sticky situations.
On a related point, manage receivables aggressively and collect with passion. Businesses are holding on to their cash longer than before, resulting in late payments. These late payments are having a ripple effect through the SME community. Receivables will trend up, and some of your customers may become troubled as well. Don't keep extending credit.
Keep a close eye on your suppliers, and have alternatives in mind. In a downturn, some of your suppliers may become troubled as well, and you need to think about alternative sources for your critical inputs. Don’t become dependent upon anyone.
You can forecast expenses, you can’t forecast revenue. Look for places to cut expenses. When times are good, companies tend to add staff and expenses that are nice to have, but not critical. It’s time to take a fresh look at those. You can always cut more if you have to.
Keep focus on core markets and spend money solely in those areas. Avoid putting cash and time into areas that have proven less profitable.
Many companies begin by cutting advertising/marketing budgets. This can be a mistake. Cutting PR should be the last thing you do in a downturn as you need your sales and marketing messages out in the market. Instead of cutting these budgets, review the methods you are using. Are there more cost effective routes to market? Does your current strategy bring in the right results? If not, rework your efforts to deliver the best possible results.
If you have debt financing, stay in communication with your creditors. Don’t wait until it’s too late before speaking with your lender. When you are already in a crisis and haven't provided any warnings, situations may prove tricky. Maintain constant communication. It will help you should you ever need to renegotiate terms.
Business survives on the bottom line and not the top line. Therefore don’t worry about growing revenue. Worry instead about growing profit. Make sure you understand what drives the profitability in your business. To spur demand, you may have to get creative with pricing and product offerings, as you don't want to put something out there that is actually unprofitable.
Consider diversifying to make the most of potential opportunities. Others’ weaknesses and instability could work to your advantage. You never know – you may identify a new market.
Today, it is vital that all senior management builds and delivers superior long-term value to meet and exceed the expectations of all its organisations shareholders.
Organisations will be successful, if they have the `right` people with the passion, experience/skills together with the business models to forge the way ahead in the world of change. Plus, invest in people with on-going training programmes to have a successful future.
Above all, stay positive and have passion to be successful and have a `strategy` for this rapidly changing market.
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