Managing a Small Business in a Recession

 

It goes without saying that a severe recession means rough sledding for businesses. But small businesses can escape some of the woes plaguing their bigger brethren, and downturns provide opportunities as well as hardship.

“While it is true generally that recessions are bad for business, big trees make the most noise when they fall in the forest,” says Adrienne Becker, Chief Executive of Ideastox, a Website where people can exchange business ideas.

“Small, nimbler new enterprises are much better positioned to merge, take advantage of obstacles and see opportunities. Historically, tough times have spawned the next generation of great companies.”

Building revenue is art, and cutting expenses is mechanics.

One point that is paramount during a recession is to make sure you are in a business to which you’re 100 per cent committed. “Pursue your passion,” says Rich Sloan, founder of StartUpNation, a Website offering help for new enterprises.

“Business is tougher than ever during a recession. You have to fight for orders and overcome challenges. If you’re passionate, you’re contagious. People want to work with you, buy from you, work for you and invest in you.”

Beyond passion, experts have a bevy of ideas on how small businesses can cope with a recession. Eric Siegel, an instructor at the University of Pennsylvania’s Wharton entrepreneurship programme, views strategy in terms of the business owner’s income statement and balance sheet.

Art and mechanics
As for the income statement, “there’s art and mechanics,” he says. “Building revenue is art, and cutting expenses is mechanics.”
Mechanics, of course, represent the easiest place to start. Slash costs viciously, experts agree.

“Examine your financials,” Sloan says. “I do this every week in my business. Determine which things have a fixed cost and those that are variable. Anytime it’s variable spending, you should be doing it only when it’s making you money.”

For example, instead of bulking up on staff, consider outsourcing and contract labour. And look at different ways of operating your business.

“I have a client with a production line that’s only 30 per cent utilised now,” Siegel says. “He’s friendly with two other companies that aren’t competitors. Each was renting their own space, paying their own staff, etc. Now they’re going to share the production line and will all enjoy significant savings.”

Small businesses can take advantage of the deflationary environment as well. “When demand slackens, your suppliers are hurting too,” says Scott Shane, professor of entrepreneurial studies at Case Western University. “So you can strike a better deal to cut your costs by paying your suppliers less or hiring better people at a lower cost.”

And cutting costs quickly is vastly preferable to doing so slowly. “I have a client whose uncle is on the payroll and is close to retirement age,” Siegel says. “He’s not productive. But my client doesn’t want to tell his uncle not to come to work tomorrow, even though he’ll clearly get to that point.” The sooner you make the tough decisions, the bigger the payoff.

By: Nabeel Niaz

 

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