At a time when it was impossible to be 100% sure that suppliers were honest, that they would fulfill their tax obligations and not “disappear” by the time of the next field tax audit, it was very common to include “your” buffer in the group of companies, which pursued the main goal – not to allow the issues of relations with suppliers to the main operational link, whether it is the Plant or the Wholesale company.
We offer to understand how relevant this task is in the current realities, as well as in what other cases the “Purchase” link will take root in the group of companies. Continue reading
Structural and analytical management method (continued)
So, we said that at the start of a business, while the revenue side is still not too large, current expenses usually exceed 20% and can reach 1/3. But by no means no more! Then, as revenue increases, the share of current expenses decreases and in some cases it can be 10%, which I have met in my practice, but very rarely. Most often, a stable business has a structural value of current expenses of 12.5-15%. And we settled on the fact that in this situation, there is very little left for development, with the desired share? of this wallet at 20%, we can afford only about 7% or 1/15 of the created value.
This, of course, is not enough. With this wallet size, we will return our investment 10-15 years. And this is the prerogative of large business and large investment projects. In a small business, the invested funds must pay off in no more than three years. Otherwise, the project should be recognized as ineffective and abandoned. A lot of entrepreneurial undertakings fell apart precisely because of neglect of this requirement (payback period). So what can you do to make the project pay off in a short period of time if there are not enough funds in your wallet? Continue reading