Monthly Archives: January 2012

Managing in tough times – risk assess your business

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One of the characteristics of recession is that it shakes out poorly managed businesses. It’s the commercial equivalent of Survival of the fittest.  Regrettably it often takes many well managed companies too, which are simply victims of unforeseen events or those events which are outside of their control.

Life in industry is tough and is going to be tough for some time. We have all become familiar with Health & Safety requirements and procedures. Many of us have cursed them and the red tape associated with them but despite that have to admit that they have prevented accidents and saved lives.

In the past I have met many business owners who, even in difficult times, have been obsessed with matters such as tax efficiency when in fact as a matter of priority they should have been focussing on cash flow and survival.  Those business owners with foresight are undertaking “risk assessments” on all aspects of their companies – a sort of SWOT analysis to identify what might threaten their very existence and then taking steps to minimise risks.

As the manager of any size business, what can you do?

The starting point is having quality management information – an essential management tool. Scientia potentia est – “knowledge is power“. Trading blindly without such information is a high risk strategy.

Examples of some of the many risks which are quite easy to identify –

  • heavy reliance on one customer or a very small number of major customers
  • one owner or key staff member with no succession in place
  • dependence on one supplier
  • a single source of credit
  • exposure to currency or interest rate fluctuations

Any exceptional dependence results in vulnerability. There isn’t always a quick fix but planning to spread concentrations, succession planning and using multiple credit lines and hedging products can help.

It is always worth considering outsourcing – either outsourcing current operations or bringing in-house services which are currently outsourced. If your management information is such that it can separate various operations into cost centres this is a huge benefit. Some areas which are worthy of consideration may be:

  • Transport and haulage – this often evolves, perhaps starting with an individual vehicle and growing into a small fleet to deliver your products. If your vehicles are either standing idle for prolonged periods or driving around empty it may be worth looking at outsourcing. Another alternative may be to hive the haulage into a separate business and seek additional customers to ensure the fleet is profitable.
  • Credit control – many businesses are either not very efficient at collecting money or have in-house credit controllers. If you happen to be looking for an additional line of credit it may be worth considering factoring. A good factoring company will have an efficient credit control function. The saving in paying a credit controller will off-set the cost of the factoring facility.
  • Marketing  – important to any business, but  smaller and medium sized companies who cannot justify the costs often ignore it completely  - and wait for the phone to ring. If your business is not actively marketing rest assured that your competitors will be.
  • Project Management – often a false economy to undertake in-house. What is frequently overlooked is the lost production of the member of staff allocated to the temporary role and the fact that professional project managers are generally more effective. If lost production isn’t an issue …do you really need that member of staff?

Outsourcing isn’t always the right option – each business is different. There may be functions which you currently outsource where you could add value by bringing in-house. If, for example, you find your business has surplus clerical staffing capacity, rather than consider redundancies it may be financially feasible to bring certain operations in-house, eg   Payroll processing. Inexpensive, off-the-shelf software is available which once set up makes processing payroll simple.

So, if you are running a business and you want to survive, the worst thing you can do is ….absolutely nothing. Inaction, inertia and complacency can result in disaster, whereas a good level of awareness and forward planning gives your company the best chance of seeing 2012 through.

For free confidential advice, please call Wilson Field on 0800 458 3320

 

Administration – a powerful & positive tool

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At a time when the economy is shrinking and unemployment is rising, many of the tools of trade of the insolvency profession exists to minimise the number of failed businesses which simply “disappear” and on the back of that to preserve jobs.

Unless you have chosen an insolvency-related career or you have been unfortunate enough to have experienced severe financial problems in the past, there is a good chance that you will have limited knowledge of what services are available from an insolvency practitioner.

Many people see headlines about large employers “going into Administration” and immediately assume the worst – it all sounds pretty grim and terminal. And some of it is – particularly if business owners fail to take early advice when they face financial difficulty. But the insolvency industry does much more than “bust” companies.

Administration is a powerful tool. It is a temporary arrangement whereby insolvency practitioners are appointed by the court to take control of the company. During their period of office they look into the viability of the business to see if part or all of it can be salvaged. And whilst the company is in Administration it is in a protective bubble – safe from potential actions taken by creditors, such as bailiffs seizing essential equipment, until a solution can be found.

Recently the retail group, Peacocks, went into administration. Part of that group is the women’s clothing retailer Bonmarché and this has been sold for an undisclosed sum. Although there will be some job losses, 2400 jobs will be preserved. Historically, the alterative would have been that the company would have simply ceased to exist and all the staff would have been unemployed.

The outcome of administration varies tremendously. In theory, the administrators could manage the business until it has recovered and then hand it back to the directors. In reality there are usually underlying problems which frequently result in the healthy parts of the business being sold on. Once no further improvements or sales can be brought about the administrators role is completed and they usually then take on the role of liquidators.

Running a business is not easy. If you are running a business, whatever the size, and are worried about any issues, the worst thing you can do is nothing. Discuss the problems without delay with a licensed insolvency practitioner. They have a number of tools at their disposal including access to private investors and specialist lenders.

For free confidential advice, please contact Wilson Field.

A good time to start a business?

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Self-employment can be hugely rewarding, not just in financial terms but the having independence and the satisfaction of being your own boss. With as many as 1 in 3 new businesses failing within the first three years it is certainly not for the feint-hearted. But that also means that 2 out of 3 survive.

Is 2012 a good time to start your business? The reality is that there are businesses out there now which are not only surviving but thriving. It is also true that many businesses fail when the economy is booming. But there is no doubt that starting a business in such economic conditions is much tougher.

Nobody goes into business expecting it to fail but if you are looking to start a business and want to survive it’s worth knowing common factors which often occur in failed businesses.

• Lack of professional advice. You need an accountant and a solicitor before you start trading to advise you on issues such as VAT and your legal responsibilities. You also need to decide whether to be a sole trader or form a partnership or to trade your business as a limited company. There are many reasons to incorporate, not least of which is to protect personal assets, such as your home, should things go wrong.

• Poor cash flow. Each business which ceases to trade will have its own reasons, but whatever the underlying cause, the crunch comes when a business grinds to a halt because of a lack of cash. You need sufficient cash to continue trading until the business becomes established. Don’t assume that it will be easy to raise finance – it would be almost impossible for a new business in the current climate.

• Concentrations. Being heavily dependent on one or a small number of customers, suppliers, products, staff, etc., makes your business vulnerable.

• Lack of planning and monitoring. Well managed businesses invariably plan well and are constantly monitoring their results. It enables a business owner to identify and address problems at an early stage and even foresee some and take evasive action.

If, despite your best efforts your business runs into financial difficulty don’t delay taking specialist advice. The sooner you ask for help the better chance of survival your business will have. And a good sense of humour and a “can-do” attitude will help you survive the ups and downs.  For free advice please contact Wilson Field.