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REDUCING COSTS
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The other side of managing profitability is to reduce costs. Costs include many components: inventory of production, nonproduction, or maintenance items; direct labor to produce goods or provide services; overhead costs; research and development; and so on. A business s leadership must understand the acceptable cost of doing business in the specific industry through external and internal benchmarking. The leadership must become knowledgeable about internal cost components. With this knowledge, leadership can set goals to reduce costs
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PERFORMANCE, PROFITABILITY, AND STANDARDS
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by a certain percentage every year to accommodate the cost of inflation and to maintain margins. Everyone knows that customers continually expect better, faster, and cheaper products or services. However, many companies don t understand how much it costs them to produce and sell their products and services. Consequently, they lose profits because management has not done its job. As someone once said, the failure to plan for profits is a plan to fail miserably. A company s management must manage the high-level business processes as efficiently as the operation-level processes. Profitability is an expected outcome of the business process. Management must maintain acceptable performance of inputs to the business and execution inside the business. Clear cost objectives must be in place and internalized to ensure they do not become hidden. Visibility of cost must be maintained so that excessive costs don t consume the entire business. A business model and benchmarks are needed to keep a lid on expenses. The leadership must ensure that the sales expenses, general and administrative expenses, and other operating expenses remain within specified limits. They must track operating expenses as close to real time as possible, for such knowledge is the lifeline of the business. The leadership must watch these expenses on a monthly or quarterly basis and link its compensation to the components of profitability instead of to profitability alone. In small, medium, and large businesses, the leadership often promises profits to shareholders at some later date that never materializes. That promise may have been a good goal; however, the leadership team s strategy and actions were not in line with those objectives. By the time shareholders realize that profitability objectives are going to be missed, it is usually too late to respond by cutting expenses and cost without jeopardizing the existence of the company. In managing for profitability, the leadership must measure what matters. The measurements must be set for cost and sales components. Goals to achieve and goals to improve continually must be in place. With an effective leadership and superior management, the goals can be achieved and profitability can
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CHAPTER TEN
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be sustained. Any business is either improving or worsening. There is no status quo to maintain. Survival is found in continually improving all aspects of the profitability equation; otherwise, the business is destined to die.
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Business growth can come from repeat business or new business. Real business growth occurs when the business provides new products or services, thus acquiring new customers. To grow the business, the company must constantly monitor innovations that take place within the company and in the marketplace. External environmental factors must be monitored to drive internal innovation. Innovation can occur at any level, from a small component to a simple process. The objective is to make the product or perform the service better, faster, and less expensively tomorrow. Generally, an organization is structured so that the technology officer drives internal research and development, sales is focused on obtaining more sales, and marketing explores new areas. These functional areas aim to excel in their span of control and in achieving results. However, because business growth objectives often are not clearly established, they cannot be communicated and achieved. Just as with managing profitability, someone must be directly responsible for managing growth someone who can establish clear goals as well as a well-defined process and teamwork for achieving those growth objectives. There is often a disconnect between what R&D has designed, what the market wants, and when the market wants it. Just as when someone throws darts in the dark, some ideas may hit the intended target, while others will miss entirely. If objectives can be established and a direction can be set, the growth objectives are more likely to be achieved consistently rather than sporadically. Growing companies develop an internal focus on growth, where synergy is created and the business runs as a well-oiled machine. Many other businesses that do not have this focus, however, struggle to grow.
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