Created 1/27/09
Most business are pro-cyclical, meaning that their success and viability is positively correlated to the strength of the economy. Ordinarily, the fundamental aspects (i.e. company-specific revenue and income management) of running a business are of paramount importance, with forecasting and adaptation to changes in the economy a secondary consideration. However, in the current economic downturn, it may well be that accurate economic forecasting deserves much greater attention, and behooves one to shape overall business management according to these changing economic dynamics.
For purposes of this discussion, “business analysis” is the analysis and scrutiny of business results in hopes of identifying ways of improving them. During “ordinary” times, business analysis is often neglected or done in an ineffective manner. One way of identifying whether business analysis is being properly performed is to gauge its results – if it seems to be of no or little value (i.e. not illuminating ways to improve sales and revenues) then it is most likely being performed incorrectly.
Business analysis is especially critical during this economic downturn. Many facets of the economy and capital markets are experiencing very rapid and historic changes that only a year or two ago were virtually unimaginable. This change is impacting many businesses in a most adverse fashion. Companies across the business spectrum have started to adapt to these adverse economic conditions in a number of ways, including such standard actions such as job cuts and price cuts. But are these, and other actions such as tighter “cash management”, which have become accepted “standard operating procedures” during challenging times, appropriate and adequate for the new and unique business and economic environment?
Business analysis is in many ways the answer to this question. “Knee-jerk” and obvious “common sense” “solutions” to garden-variety economic weakness may be inappropriate and/or inadequate actions during this period of economic malaise. Furthermore, with the credit and lending markets very restrictive, lenders and investors will seek to minimize their risk. One way of doing this is to demand evidence that a company has enacted an effective, controlled approach to managing the business. Furthermore, during these difficult times, to the extent that a company is able to adapt properly, it could attain significant competitive advantage.
Although business analysis may now be of heightened importance, it will be even harder to properly perform. In addition to the difficulty of assessing and adapting to the fundamental drivers of success, the unpredictable and heretofore historic changes in the dynamics of the economy may well present a factor that could render traditional business analysis at best invalid. In order to accurately navigate, businesses may have to perform business analysis at a level that is considered “beyond sophisticated.”
During periods of economic distress, it is common for companies to believe that “greener pastures” await at the lower end of the price spectrum. This belief has its roots in many origins, some legitimate (but possibly misapplied) as well as illegitimate. It is often incorrect business analysis that leads a company to believe that its current “market space” holds “low” or “no” potential for further improvement.
The belief that the lower price point holds greater opportunity, and therefore should be pursued, holds many potential dangers and caveats. Perhaps chief among them is that many companies are concurrently coming to the same conclusion; yet history has shown that becoming successful at the lower price point demands a certain set of skills and disciplines that are often elusive. Being, or becoming, a successful low-cost producer is often difficult. Even if it is possible to attain this status, it will take considerably more time, money and skill than many companies currently possess.
While the scope of what needs to be vigorously analyzed varies among companies, there are a few common areas that most likely deserve scrutiny, as listed below:
Never has there been a time when performing business analysis has been more valuable. If done correctly, it can allow a company to possibly thrive throughout this downturn, or at least “weather the storm.” Conversely, those businesses that don’t engage in meaningful analysis might find themselves in a situation far less desirable. Even if the less fortunate companies survive, it is often at a far smaller size. While it is easy to think that this type of company will rebound to its former size when an economic rebound occurs, this type of assumption has not always proved correct.
© 2009 Prosperity By Pen. All Rights Reserved.