Friday, October 23rd, 2009
Phase 3 is characterized by high growth and rising leverage, as during the years 1997 to mid-2000. In this period M&A activity was rapidly accelerating, driven by a major focus on the creation of shareholder value. While earnings grew in this period, aggregate measures of corporate profitability like the ratio of after-tax profits of the nonfinancial corporate sector to GDP already declined. Deteriorating free cash flow measures also signaled heightened risk in the corporate sector. As one would generally expect in the expansion phase, equities performed well while credit spreads widened. In general, the high level of debt accumulated during the expansion makes companies vulnerable to economic downturns. Low growth and rising leverage increase the risk of defaults and rating downgrades, and are generally negative for credit as well as equity markets. The years 2000–02 are a typical example for this phase.
Tags: inheritace, insurance, Interest, joit, last will, Market, market cycle, market cycles, rate, tenancy
Posted in companies, credit cards, customer demand, developers, employee, equity, expenses | Comments Off
Thursday, October 22nd, 2009
After the 1990/91 recession the US corporate sector underwent a period of massive restructuring. Balance sheet repair, rights issues to repay debt, asset disposals and measures to improve cash flow generation led not only to falling leverage, but also to low earnings growth rates. During this first phase of the debt–equity cycle, the ‘repair phase’ credit usually outperforms equities. It lays the foundation for higher growth rates due to an improved ability to generate cash flows. The subsequent recovery period is beneficial for equity markets as well as credit markets, as the years 1994–97 have shown.
Tags: Aids finance, currency cycles, Debt, economics, estate, Estate Planning, heir, income, inheritace, insurance
Posted in business goals, business patterns, business publications, business strategy, campaigns, cash demand, companies | Comments Off
Monday, August 3rd, 2009
The best business plans tend to look like a truck ran them over. They are well-thumbed, heavily annotated, and popping their staples or bursting their bindings. That means they’re being used. The worst plans are clean, pristine documents that went straight from the printer into the file cabinet. That means they’re not being used. That may mean that nobody needs them, which might suggest that the company is continuing to follow the same old routes to get to the same destinations. Or it might mean the business plan isn’t worth the paper it’s printed on for those who should be following it. Either way, the company may be in serious trouble.
Tags: business plans, documents, marketing schedule, methodology, sales
Posted in companies, funds, innovative marketing, management, stocks | Comments Off
Sunday, August 2nd, 2009
After you’ve defined your business strategy, you should test the elements of that strategy. There are many ways to do so, but there’s one simple test that can be tried without fear or risk:
Say the company’s goals aloud.
Strategies are important, but never mistake strategizing for acting. The best strategy in the world is no strategy if action isn’t built into the plan. There are companies that spend a lot of time meeting and working out strategies, but not moving on to map out a plan of action. You’re not likely to have heard of them, of course. Wonder why?
This can be done as part of a meeting of the board of directors, in the executive suite, or even in the privacy of the department manager’s office. Identify the internal elements of the strategy and say them aloud. Some business people refer to this approach as “Run it up the flagpole and see who salutes.” But at this point you don’t want acceptance and allegiance—you want critical thinking and tough questions. It’s time to test, not to salute.
Tags: competition, entrepreneurs, executives, manufacturers
Posted in business goals, business publications, business strategy, campaigns, companies, strategy elements | Comments Off
Saturday, August 1st, 2009
Identify your competition. This may seem obvious, but it’s not necessarily a simple task. For example, if you decide to start a magazine for the local business community, who are your competitors? If your answer is there are no other business magazines around, then you don’t understand the question. Maybe the local newspaper has a regular section devoted to business. That’s competition for coverage. Do you intend to sell ads? If so, you’re competing for advertising money with newspapers, radio, TV, and billboards. Do you intend to sell subscriptions? If so, then you’re competing for customer money, time, and loyalty with national business publications, and to a great extent, with any subscription publication. This example should show that identifying your competition can be far from simple.
Pick out the two or three major advantages your company has that set it apart from your competitors. An accounting firm, for example, might have experience with not-for-profit businesses. Such a market advantage becomes a cornerstone of the firm’s business strategy.
Some people call that particular segment of a specific economy a “niche.” It’s the slice of the dollar pie your business hopes to claim; that piece of the public consciousness you want to capture and hold. You need to understand what chunk of turf you want to stake out, or success in doing so will be primarily a matter of luck.
Tags: business philosophy, business plan, competition, strategy
Posted in business goals, business publications, companies, developers, financial principles, funds | Comments Off
Friday, July 31st, 2009
Most enterprises have something called a strategy. Invading armies have one. Football teams have one. In most cases, just having a strategy may mean the difference between success and failure.
More than any other enterprise, a business needs a strategy. Why? Well, just consider what you’re trying to do and what you’re up against. You’re trying to get a share of the dollars out there. You’re competing with businesses that provide similar goods or services, yes, but also with any business at all, because the amount of dollars is limited. You’re risking economic changes as well—not only downturns that could threaten your financial stability and growth, but also upturns that could favor competitors ready and able to capitalize on them, especially if you’re not prepared. Then there are the other dangers, such as the potential loss of vital financial support, a key manager, or a valuable employee. Then, toss in the reaction of customers, which might mean a lawsuit that could sap your resources and damage your public image.
So, every company is facing tough challenges. That’s why every company needs a strategy. That’s often the key to a company’s financial success. Without an overall strategy, you’re less likely to meet your financial goals.
Even if you’re not responsible for running your company, you must first grasp the overall concept behind what the top managers are doing, just to be able to properly manage any part of that company. If you don’t understand the strategy behind the company, how much can you help it succeed?
Tags: business plan, cutting costs, interests, preserving cash
Posted in business patterns, business strategy, companies, funds, negotiationg | Comments Off
Friday, July 31st, 2009
Looking for ways to decrease operational costs runs hand-in-hand with looking for new and better ways to manage operations. Can the sales team cut down on the number of personal calls by making regular telephone contact instead? In addition to saving sales call time and money spent on automobile wear and tear, the new approach might give a definite market advantage by allowing staff to make more frequent contact. Done correctly, this can translate into better service at a lower cost. Then everyone benefits.
Inventory can be a cash eater if it isn’t financed. The company should pay the interest required to finance the inventory and keep its cash at hand. The company may need it. To make this clearer: In buying a car, you might have the funds to pay for it in cash, but by financing it, you keep your funds available in case you need them for some situation where it’s more difficult to borrow money than to use your cash. Of course, the company should also better control inventory quantities, to minimize its cash investment.
Tags: cutting costs, interests, payment plans, preserving cash
Posted in business patterns, cash demand, companies, funds | Comments Off
Friday, July 31st, 2009
Beware of rapid growth. Many J companies have grown so fast that demand has outstripped their ability to pay for increasing inventory or improved services to meet the demand. Remember that demand is not cash. A company should not borrow too much on the expectation that, when it meets demand, it can repay the loans.
Preserving cash flow is one thing and improving market strategies is another. But sometimes the two can work hand-in-hand for even greater benefit. All it requires is a little better management thinking and a clear understanding of the challenges you face.
Tags: cash dynamics, contingency, payment plans, preserving cash
Posted in cash demand, companies, merchandise, online bank, taxes | Comments Off
Friday, July 31st, 2009
When planning cash flow needs for a new business, managers should take their best guess and then double it. Then they should plan to spend three times as long moving into a profitable mode. That way they’re less likely to be disappointed. The point: It’s sad but true that being a pessimist is probably more prudent than being an optimist when predicting costs and length of time to profitability.
Companies should borrow or set up payment plans with suppliers to pay for all of inventory—or at least part of it—and then actually pay for the inventory using funds received from customers paying their bills (otherwise known as paid off accounts receivable).
Tags: cash crunch, cash dynamics, contingency, payment plans
Posted in companies, management, merchandise, money spending, negotiationg | Comments Off