The Fundamental Laws of Business Get a grip on any company, regardless of size презентация

The Fundamental Laws of Business Get a grip on any company, regardless of size or location. Prepared: Phd Kargabayeva Saule Toleouvna

Get a grip on any company, regardless of size or location Why was a publisher willing to pay General Electric chairman Jack Welch an eye-popping $7 million advance for a book about his career?

An understanding of a few financial measures coupled with an enterprise-wide perspective, Charan maintains, can help you get a grip on any company, regardless of its size or location. “When you come right down to it,” he says, “business is very simple. There are universal laws of business that apply whether you sell fruit from a stand or are running a Fortune 500 company.”

Understand the Measures of Moneymaking Business acumen, writes Charan, is “the ability to understand the building blocks of how a one-person operation or a very big business makes money.”

Three measures can give you a good picture of whether and how a company is making money: growth, cash generation, and return on assets.

Growth  Growth in sales is usually—but not always—a positive sign. A $16 million injection-molding company, writes Charan, “rewarded its sales representatives based on how many dollars’ worth of plastic caps they sold, regardless of whether the company made a profit on the caps.

Everyone was excited when the company landed $4 million in new sales from two major customers. But in the following three years, as sales rose, profit margins sank.” The lesson here: “Growth for its own sake doesn’t do any good. Growth has to be profitable and sustainable.”

Cash generation Cash is “a company’s oxygen supply,” writes Charan; it “gives you the ability to stay in business.” Even if your company is growing its revenues profitably and getting a respectable return on its assets, a cash shortage—or a declining cash flow—spells trouble.

“Cash generation is the difference between all the cash that flows into the business and all the cash that flows out of the business in a given time period,” Charan explains. Since most companies extend and receive credit, net cash flow and profit are seldom the same thing.

Cash from operations depends largely on two factors:  accounts receivable (money owed by customers) and accounts payable (money owed to suppliers).

Consultant Ram Charan, author of What the CEO Wants You to Know, urges you to “get a total picture” by answering the following questions: What were your company’s sales during the last year? Are sales growing, declining, or flat? What is the profit margin? Is it growing, declining, or flat? How does your margin compare with those of competitors? With those of other industries? Do you know your company’s inventory velocity? Its asset velocity? What is its return on assets? Is cash generation increasing or decreasing? Why? Is your company gaining or losing against the competition 

Charan recommends continually investigating where the cash is being generated, how it’s being used, and whether enough is coming in. If there’s not enough, of course, you’ll want to find out the reasons.

Return on assets (ROA)  A company’s ROA is its net profit divided by the average value of its assets during a given period of time. This measure, usually expressed as a percentage, shows you how well your company is using its assets—including cash, receivables, inventory, buildings, vehicles, and machinery—to make money.

ROA gives managers a glimpse of the often-missing third element of a triad called SEA: sales, expenses, and assets.

“Below the senior management level,” explains Chuck Kremer, a financial trainer and coauthor of Managing by the Numbers, “many decision makers see only their part of the income statement,” which doesn’t deal with assets.

Many people equate managing assets with watching gross profit (total sales minus all costs directly associated with creating the company’s products or services). That’s only half the challenge, says Charan.

The other measure that needs to be monitored simultaneously is velocity— how fast a particular asset moves “through a business to a customer.”

In times of intense price competition, for example, companies often see their gross margins shrink. Increasing asset velocity helps protect the ROA of a company in that situation, because you’re doing more with fewer assets.

Dell cut costs by reducing inventory and increasing its inventory turns - the number of times in a year that its inventory turned over - to a level far higher than most manufacturers’.

“The problem with managers missing the ‘A,’ or assets part [of SEA], isn’t usually apparent in good times,” Kremer says. “It’s when things are slowing down that ROA makes all the difference. And it’s the companies like GE that emphasize the ‘A’ continuously - so that their people are always managing the receivables, the fixed assets, and the inventories - that thrive in good times and bad.”

 Think Like an Owner By understanding growth, cash generation, and ROA, managers can counteract the common tendency to think and act within one’s “silo” (department or unit). “None of us denies that we’re members of a team comprising every department,” Kremer says. “But how can I best contribute to the team if I don’t understand how my actions in marketing impact engineering or production?”

Tracking these financial measures helps expand managers’ thinking in three ways, says Charan: “First, we’re able to think of the business as a whole. Second, we see the linkages between our unit and the business as a whole.

Third, we’re better able to grasp what’s happening in the outside world - such as an economic slowdown - and relate that to the company and even to our own area.”

A big-picture understanding of basic financial measures has very practical benefits, says Thomas Kroeger, the executive vice president in charge of organization and people at Office Depot. “The main benefit is that it helps us cut through the clutter,” he says, noting that Office Depot’s fast growth necessarily created layers and distance between the CEO and store managers.

Kroeger describes a telling incident that occurred during a meeting of district store managers, who had suggested that each store hire a customer greeter. At the individual store level, this didn’t represent a huge financial commitment. But when the managers took a step back, they realized that their idea would cost $25 million annually to execute. “They were dumbfounded,” Kroeger recalls. “But they’d experienced a critical shift, from the perspective of store manager to store owner.”

At Alcoa Packaging Machinery in Englewood, Colorado, a financial-literacy initiative helped foster an owner’s perspective among all employees. “Workers in each of about 10 manufacturing cells make the decisions that affect them,” explains machinists’ union representative Garry Harper. Should we work this Saturday? Should we buy the new tooling we need this month?

The company’s big picture gets factored into the decision making around such questions. What’s more, all employees receive monthly updates on key financial measures of companywide performance at cell briefings and via the company’s intranet. “Every cell also gets its own monthly.

P&L statement,” Harper adds. “I can assure you that every employee knows or has access to how well his or her cell is contributing to overall company performance.”

Growth, cash generation, and return on assets—these concepts, along with a focus on customers, form the nucleus from which everything else about a business emanates, says Charan.