One of our advisors, Kent Thomas (CFO Solutions), put together an interesting article called “10 Tips for Recession-Proofing your Business.” Kent provides a much-needed out-sourced financial services for the small & growing business. He has been fantastic to work with and I highly recommend him. Here are the details of his recent article:
1. Diversify Customers. Evaluate your customer base and identify concentrations of customers in the same industry and / or geographic region. Also look at how much business you do with each customer (make a list of your top 10 or 20 customers with total sales in the past 12 to 24 months and calculate the percentage of your total sales that comes from each. Losing any customer that individually represents a large percentage of your total sales (10% to 20% or more) could have a devastating impact on your business. Establish a strategy to expand your customer base and to watch the “concentration risks” carefully. Also, take this opportunity to review all of your customer’s credit worthiness and make sure that the credit limits that you have granted are still appropriate based on their current financial position. Act quickly to make the adjustments necessary to remove these potential risks from your business.
2. Cut costs. Have a look at your business and figure out where you could save, suggests Bill Lenhart, the national director of business restructuring at BDO Consulting in New York. If three employees are doing the job of one, you may need to make job cuts. Additionally, if you have two product lines and one is successful while the other one isn’t, consider selling off that division. “When times are tough, it’s best to focus on core markets and spend money in those areas, not in areas that haven’t been more profitable,” says Lenhart.
3. Ratchet down inventory. When a recession hits, the last thing you’ll want to do is get stuck with shelves of needless inventory. If spending $30,000 a year on boating gear, for example, isn’t necessary, make sure your purchase orders reflect that. For a better idea of what you’ll need as the year progresses, keep an eye on leading consumer indicators such as those offered by the National Retail Federation and the Conference Board. Also, establish inventory targets and make sure the sales and purchasing departments are talking.
4. Maintain prices. You may be tempted to slash prices to free up cash flow. That’s a mistake, says Bradley J. Sugars, a business coach in Las Vegas. Sure, you’ll sell products but you’ll also cut your profit margins and likely dilute your brand in the process. Plus, if customers decide to buy again from you in the future they may expect similar discounts.
5. Reserve discounts. “Don’t go into a discounting war,” says Sugars. Since you don’t want to dilute your brand’s value and you especially don’t want to start competing on price with discounters such as Wal-Mart Stores and Target, tread lightly when it comes to offering discounts. Be sure to reserve them only for current, repeat customers. “You’re trying to breed loyalty” without diminishing your brand’s value, says Sugars.
6. Focus on service. While expanding your business into markets abroad may be avenues for growth, many small-business owners should focus on their existing customers and clients for a boost in revenue. With this in mind, Sugars suggests focusing on service. “It is one of the best ways to add value without costing money,” he says.
7. Invest in employees. When the going gets tough, the employees you have will be your productivity all-stars, says Lenhart. Make boosting productivity within reason, of course a focal point. For those that rise to the top, be sure to reward them accordingly. “You don’t want to lose your most productive people at this time,” he says. Consider offering vacations or time off, which can be cheap incentives. Also, now is a good time to evaluate all of your employees and replace the mediocre and poor performers – especially if your competitors or other businesses in your area are downsizing.
8. Free up cash flow. While you’re attempting to cut costs and grow sales, “now is the time to call in favors,” says Howard Applebaum, chief lending officer of Sterling National Bank in New York. Be sure to free up your business’s cash flow by asking to have payments to suppliers extended. Also, if you have old debts, call them in. Having a good amount of cash on hand, especially in light of the credit crunch, will help you do everything from make payments to employees and vendors to spend on marketing campaigns that may grow future business.
9. Renegotiate contracts. If a contract, a lease or other obligation will soon be up for renewal, try to negotiate lower prices. At this point, you may be able to also make cuts, says Applebaum. If you don’t need 50,000 square feet of office space, consider paring down. “It is really a reality check that requires a tough look at your expenses,” he says.
10. Look to expand your business. If, on the other hand, you’re sitting pretty, Carmen Bianchi, director of San Diego State University’s Entrepreneurial Management Center, suggests giving the competition a gander. “Look for weaknesses and instability,” she says. If they’ve been having trouble, you may be in a good position to pick up their business at bargain-basement prices. Obviously, make sure you can afford it, says Bianchi, but their loss may be your gain.
It was 3 years ago, almost to the day, that I heard about an entrepreneurial program called Junto Partners. I decided to throw my “hat in the ring” to be selected as 1 of 5 entrepreneurs that would receive a $50k investment to start a company. The program lasted 8 weeks; it was filled with Trump/Apprentice-like activities and the awesome experience of learning at the feet of venture capitalist and entrepreneur mastermind Greg Warnock.
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