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Revitalizing
the Under-Performing Company
Vol. I, Issue 1
In twenty years of working with businesses of all
sizes and in many different industries, we've discovered that under-performing
businesses fall into three general categories; namely:
1. The emerging company...
2. The company-in-transition, and ...
3. The financially troubled firm that continues to be unprofitable.
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Five
Crucial Questions You Need to Ask
to Insure Business Success
Vol. I, Issue 2
Approximately 90% of business failures occur because
of bad management; the rest fail because of bad luck – employee
dishonesty, natural disasters, departure or death of a key employee
who cannot be replaced. "Bad Management" encompasses strategic
and operational mistakes, miscues, and poor judgment.
During the course of interviewing a client whose business
is experiencing financial problems we try to discover why and how
the business stumbled into its current problems. The answers invariably
include the following:
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Ten
Do's and Don'ts to Keep
Your Banker Happy
Vol. I, Issue 3
The bank's approval of your credit line or term loan
is only the beginning of the banking relationship. Banks require
continuing care
and feeding by business managers. Too often companies fail to keep
their banks informed about critical developments, especially the
bad news. A management team that consistently keeps its bank in
the dark may find itself looking for a new bank just when the company's
financial picture is the bleakest.
In this newsletter, Gary Goldstick, outlines five things companies
should never do and five things companies should always do to maintain
a solid banking relationship. Unfortunately, this simple advice
is frequently ignored.
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So
Your Client is Killing Her Business?
Tell Her!
Vol. I, Issue 4
The most critical factor that ultimately determines the fate of
an under-performing or financially troubled company is the early
determination that "business as usual" is not working
- and a strategic change is required. Early detection of financial
problems prior to the onset of the death spiral provides the operating
executives the most options. Financial distress, like cancer, is
a progressive disease; the sooner its symptoms are noticed and acknowledged,
the greater the likelihood that the business will survive and return
to financial health.
By following the guidelines in this newsletter, you can alert your
client to developing problems in a constructive and non-threatening
way, providing him with an invaluable asset; the early warning that
is a prerequisite for a successful cure.
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