Rx FOR FALLING CORPORATE PROFITS

Written by John Di Frances


"Corporate Profits Fell 43% in 1st Quarter" proclaimedrepparttar 15 May 2001, Wall Street Journal headline. The article went on to say that: "The nation's (1700) largest corporations posted one ofrepparttar 106808 worst profit performances in at least 10 years inrepparttar 106809 first quarter, suggesting companies may further cut spending to stemrepparttar 106810 tide ... technology has made companies more reliant than ever on volume to keep unit costs down. As volume has slowed, unit costs have risen and eroded profitability."

Once againrepparttar 106811 squeeze is on and many companies are looking at massive cost cutting asrepparttar 106812 means to scramble back to profitability in an uncertain economy. The problem with this classic approach is that it sendsrepparttar 106813 clear message to your brightest and best talent that no matter how well they perform, today there is no job security. Not only does such a move have a serious impact on morale, but with most ofrepparttar 106814 country still in a very tight labor market, what happens ifrepparttar 106815 economy improves later this year or early in 2002. It will be next to impossible to replace laid-off workers and worse yet, your current work force, especially those brightest and best, may well decide that it is time to move on to greener and possibly more secure pastures beforerepparttar 106816 next downturn hits. Is there a better approach than cutting off your nose today and spite your face tomorrow? Absolutely!

The way for any organization to beat this cycle, especially in an economy that may well in this decade experience several see-saw periods of growth and contraction, is to adopt synergistic innovation as its model for continuous expansion despite short term economic declines. Most corporate leaders know that productivity increases providerepparttar 106817 best way to increase profits quickly without increasing prices. What is less well understood is that continuous innovation isrepparttar 106818 most effective means to improving productivity overrepparttar 106819 long term. Internally generated innovation in products, services, processes and methods provides an endless series of new opportunities to make rapid productivity increases for bothrepparttar 106820 organization and its customers an on-going reality.

Innovation channelsrepparttar 106821 creativity ofrepparttar 106822 organization's greatest asset, its people and puts it to work in practical ways that are "real world market" driven and directed. Far too often we immediately look outside of our organization for "new solutions", when instead we should rather be looking within, especially in times of economic downturn. New ventures and other outside opportunities, while potentially profitable forrepparttar 106823 long term future, typically take a significant period of time and frequently much additional capital to bring them torepparttar 106824 point of being substantial profit contributors. Meanwhile opportunities often abound internally to enhance our market offerings, streamline our operations and save money through creative approaches and best of all, these capabilities exist today withinrepparttar 106825 minds and hearts of our present employees. If we will endeavor to unlock these potent assets rather than chooserepparttar 106826 typical knee-jerk reactions of cost cutting and down-sizing as our first response, we will find our people willing and capable to respond in frequently unimagined ways to grow our productivity and profitability. Later, whenrepparttar 106827 economy rebounds, we will not need to replace down-sized workers and will find we have built a deeper allegiance and sense of ownership within our people.

NEGOTIATE LIKE “THE GAMBLER” TO WIN

Written by John Di Frances


Most executives relish upcoming major business negotiating sessions with aboutrepparttar same zest as they do a root canal at their friendly dentist. The stakes are always high. Negotiate too hard andrepparttar 106807 deal is lost. Be too timid and you will leave money onrepparttar 106808 table, which in today's economy is nearly as bad as losing. Having been a strategic negotiator for many years, I know that successful negotiation is an art, rather than a science. However, behindrepparttar 106809 skills that come from years of senior executive level negotiations are a few basic principles that I callrepparttar 106810 "THE GAMBLER" PRINCIPLES, afterrepparttar 106811 song immortalized by Kenny Rogers. Lest you formrepparttar 106812 wrong idea, I do not want to infer that negotiating and gambling are synonymous, or even remotely associated. In fact, following my counsel will effectively insulate you from taking ill-advised and unnecessary risks in a moment of desperation. Now, on to Kenny's famous words:

You got to know when to hold 'em Know when to fold 'em Know when to walk away Know when to run

You never count your money When you're sittin' atrepparttar 106813 table Ther'll be time enough for countin' Whenrepparttar 106814 dealin's done

The three most important concerns in any negotiation are first, relationship, then risk and lastly, value. These concerns arerepparttar 106815 real decision criteria that underlie any business transaction leading forward intorepparttar 106816 future. My starting goal is always to seek a win- win outcome. This is usually possible, but there are those unusual cases where win-lose or walk/run away becomesrepparttar 106817 only viable outcome. It should only berepparttar 106818 other party's intransigence that necessitatesrepparttar 106819 latter results.

First however, in order to have a successful negotiation, there are three essential mental bridges that must be crossed well before you enterrepparttar 106820 room to negotiate. These are:

·Clarifyrepparttar 106821 Relationship – Simply put, what isrepparttar 106822 current real and perceived business and personal relationship and its true value to your organization's future. Far too often we hold on torepparttar 106823 past, not realizing that frequently we must be willing to let go of what we have in hand, if we are to be free to reach out for something better. We must carefully consider what could be lost in this negotiation, but alternately also what new doors may be opened to us, givenrepparttar 106824 new found freedom we would gain withoutrepparttar 106825 existing relationship. As business leaders, far too often we continue pursuing existing relationships beyond their prime, simply because it is easier and more comfortable than striking out to develop a new relationship that better suits our organization's future. Thus we must place a well thought through value on continuingrepparttar 106826 relationship, in view ofrepparttar 106827 pending negotiations.

·Clearly Structurerepparttar 106828 Outcome Desired by Both Parties – I often find that parties will enter a negotiation withrepparttar 106829 drive to win or even win-win, but never having committed to paper beforehand precisely what that means. Oh yes, they have a general idea, i.e., to placerepparttar 106830 contract atrepparttar 106831 best price or cost. However, they have not defined what isrepparttar 106832 optimal combination of price/cost and all other terms that reflects both parties' best long term interests. What is that magic package that allows everyone involved to believe they have been dealt with fairly and therefore,repparttar 106833 relationship blossoms? I like to begin by preparing a written scenario that outlines what each party should view as a "great deal". This isrepparttar 106834 optimum "win-win" agreement.

·Determine Your "Walk-Away" Point – This is sometimesrepparttar 106835 hardest, but alwaysrepparttar 106836 most important pre-negotiation decision you must reach. It is not a decision to be considered later, inrepparttar 106837 heat ofrepparttar 106838 negotiation. It must be approached calmly and withrepparttar 106839 prior two points in mind, for we truly need to understand what each side requires to make it a "great win-win" agreement. Then ifrepparttar 106840 other side becomes unreasonable and prevents it from happening, we must weighrepparttar 106841 predetermined value we placed onrepparttar 106842 relationship as well as askrepparttar 106843 question, do we really have a mutual relationship or merely one party taking undue advantage ofrepparttar 106844 other?

Withrepparttar 106845 answers to these three questions firmly in mind, we are prepared to begin negotiating. I am not a believer in much ofrepparttar 106846 posturing that some negotiators put great stock into, such as who opens first and how, etc. What I do believe in is TRUTH when negotiating, as in all interpersonal affairs. Truth and candor are of paramount importance in building trust betweenrepparttar 106847 parties. This does not mean however, that you should, returning to Kenny Roger's song, necessarily show all your cards at once. After all, negotiating is merely a more formalized variation of common marketplace bartering. It is all about give and take and each party's perceptions of value. You offer they counter. You respond and so it goes. This is why it is so important that beforerepparttar 106848 play begins, you clearly understandrepparttar 106849 structure of what that "great deal" looks like from both perspectives. But what if there are mutually exclusive components to achieving that "great deal" for both parties? You will have already considered this in your earlier analysis and concluded what give-and-take is required on both sides to arrive atrepparttar 106850 best possible compromise, something slightly less than a "great deal," now maybe only a "good deal". Furthermore, if your counterpart has not reached this determination beforehand, you can slowly educate them to this conclusion through repparttar 106851 bartering process. Knowledge is indeed power. Most importantly, you clearly know when you are approachingrepparttar 106852 point of no return, that point where you have already concluded inrepparttar 106853 calm, quiet precedingrepparttar 106854 storm of collapsing negotiations, when you will walk- away. Thus, you haverepparttar 106855 opportunity to steerrepparttar 106856 negotiations away from falling unnecessarily into a lose-lose downward spiral where relationships deteriorate and from which it is often impossible for repparttar 106857 parties to recover.

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