Cash Flow
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Customers will continue to extend payments over 90 days.
Understand your cash flow. At the end of each week, review accounts receivable, and accounts payable and make sure you know what you must pay in withholding taxes. Do not use your source deductions to pay suppliers. Send requests for payment to clients before the end of the month.[/su_column]
[/su_row]
Owner-Manager Fatigue
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Overworked and underpaid will continue to be the mantra.
Learn to pace yourself. Work to make money not save money. Work at what you do best and delegate the rest. Consider that if you work 2,000 hours per year and your business has sales of $400,000, you are effectively generating $200 of revenue per hour. Ask yourself why you are trying to learn how to do something a subcontractor can do in a day.[/su_column]
[/su_row]
Maintaining Customer Base
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Maintaining clients while working to get new ones is going to be a challenge.
In tough times, even long-time customers may ask you to cut your costs or they may cut back their orders. Review the profit on your best customers, not just their sales volume. Visit the customer and find out their expectations for the coming year. Consider limiting services to marginally profitable customers.[/su_column]
[/su_row]
Employers
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Finding and keeping good employees is never easy.
Older employees may retire and good employees may leave. New, inexperienced employees do not solve short-term problems.
Happy employees are loyal and productive. Be approachable. Let employees tell you what they need. Employees always appreciate a bigger pay cheque, but a good working environment and feeling valued will also go a long way to keeping employees. [/su_column]
[/su_row]
Overhead
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
The cost of everything will continue to rise.
Capital asset costs, fuel, property taxes, light, heat, power, insurance, and maintenance will continue to rise and put pressure on your cash flow. The same cost pressures will also affect the standard of living of your own family and the families of your employees.
Evaluate all aspects of business costs and perks. Look at discounts, value added and other incentives provided to clients. Review perks to employees and determine whether there are more economical solutions that will retain the good will of the employees but not put more pressure on your cash flow.[/su_column]
[/su_row]
Technology and Changing Demands
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Keeping up with new developments will be a challenge.
Changes in technology, process, or client needs require training and financing to transition from the tried and true. Budget for the inevitable or you risk being outflanked by the competition.
Social media is changing the entire marketing process.[/su_column]
[/su_row]
Marketing and Advertising
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Connecting with customers will continue to be a challenge.
Maximizing your brand is difficult at the best of times; unfortunately, social media is making the entire marketing process even more problematic. Analyze your market and decide whether the best way to reach potential customers is: one-to-one contact, social media, online advertising, television, radio, newspapers, or magazines. You may find that more and more dollars have to be spent to create a cross-media presence that provides the same information without any guarantee of a return on investment.
Consider a short-term contract with a marketing specialist to review your company and its client base to help determine the best combination of media to reach your target market. Then, develop a plan to deploy your advertising budget to the appropriate media. [/su_column]
[/su_row]
Maintaining Control
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Managing all sectors of the business will continue to be a challenge.
Managing sales, manufacturing, ordering, marketing, human resources and administration as well as dealing with the considerable number of regulatory agencies will continue to become more complex. Trying to do everything yourself will undoubtedly lead to failure in one or more areas.
Control your business by managing rather than doing. Find the best person to run each particular part of the business. Define their responsibilities with a detailed and accurate job description and schedule regular reports. This will enable you to understand what is happening within the organization, solve problems and improve operations. Have faith in your subordinates. [/su_column]
[/su_row]
Regulations
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]
Red tape is and will continue to be the nemesis of small business.
Research suggests that these compliance issues consume eight weeks of employee time per year.
Because collecting and providing information to governments and regulators cannot be avoided, owner-managers should institute in-house procedures and write manuals. Reduce the use of employee time and associated costs by purchasing reporting software. If you do not have in-house expertise, arrange for a third party to prepare regular reports. Filing reports correctly and on time eliminates the cost and stress that follows from non-compliance.[/su_column]
[/su_row]
Plan Ahead
[su_row]
[su_column size=”1/6″]
[/su_column]
[su_column size=”5/6″]The size and complexity of these and similar issues will move forward in lockstep with the business. Analyzing each potential conflict area and developing a process to stave off potential problems is an excellent offensive tactic that will lessen the cost and uncertainty of moving forward for the balance of 2017 and beyond.[/su_column]
[/su_row]
Source: Business Matters – APRIL 2017, VOLUME 31 | ISSUE 2
