There are any number of ways to go out of business. None of them are recommended, but the lack of a viable market tops the list. Today’s newsletter digs in on this topic, reviewing both likely causes and recommended solutions. Read more…
Periodic financial reviews are standard practice in businesses of all sizes. Reviews of one-time or event projections, however, are often done only by the larger companies.This oversight is a mistake. There is much to learn – and, as a result, improve – by paying attention to how project and event estimates fare once set in motion in the real world. Today’s newsletter explains why. Read more…
“Cost of capital” refers to the minimum return investors expect for providing capital to the company. In order to survive over the long term, and despite whatever profits you earn, your business needs to earn more than its cost of capital In today’s newsletter I explain why, and offer suggestions for managing this important measure. Read more…
Most companies do a fine job of analysis. The danger, however, is failing to step back and see the big picture by understanding the relevant pieces and how they interact. In today’s newsletter we look at the interconnection of competitive systems and I share suggestions for applying this to your own business. Read more…
In business, surprises are rarely a good thing. When they are severe enough to create a crisis for your company, it’s important to communicate effectively with your lender. Today’s newsletter offers four specifics for doing this well. Read more…
Are best practices really best for your business? Not necessarily. They are only best if those practices are appropriate for your particular organization at this particular time. This month, we take a look at the limitations of best practices and why blindly following them can lead to adopting conventions that don’t apply to your business or set of circumstances. Read more…