Is your effective or projected profit decreasing? Is the costs by competitors lower than yours? Is high operational efficiency critical to the survival of your business?
Many businesses are concerned about the ability to generate the resources they need to grow. Especially in the face of rising interest rates in financial markets, difficult access to credit resources and the projected economic downturn.
Sources of cost reduction are rarely plain to see. Obvious techniques, such as reducing FTEs or putting pressure on employees to improve performance, are less and less likely to yield the expected results. Powerful hidden reserves tend to locate in changing certain operating principles, even if your business model is still relevant. Regular adaptation to a constantly changing environment is required. Rest assured your competitors are already working on it.
The constant search for sources of profit reserves and ways to change operations to reduce costs becomes an integral part of management work. As a result, companies have to deal with such issues as:
- How can we identify and change the root causes of excess working capital?
- How does our structure affect costs? Do we have the potential for optimization?
- What methods can help improve inventory, receivables and payables management?
- How can we improve forecasting and planning accuracy, as well as product development and changeover, to reduce inventory levels?
- What processes can we review or simplify to cut costs?
- What capacities can we consolidate to minimize asset-related costs?
My publications on the issue:
Cost Optimization in a Crisis: a Smart Way in Difficult Times
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My work has already helped
to improve management in companies in 11 countries, operating in 137 cities
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The consistency and persuasiveness of Vitaly’s actions helped us to carry out a difficult and complex business reorganization without complications. We learn first hand how much a solid experience in a transformation means.