How Has The Recession Changed Your Internal Operations?

Brian Williams

The recession has allowed our company to look at unnecessary spending and generating new forms of revenue. We were able to cut back budgets and eliminate luxuries that won't effect our performance and purchase necessities only. We also focused on providing new services to our current clients such as entrance mat services, landscaping, light maintenance and a wide-range of carpet cleaning methods.

Internally our office was reassigned different duties to maximize positions and efficiency. Some tasks that were assigned to the administrative assistant were probably a better fit for vice president of marketing or operations. When the economy does make a turn for the better our company will be ready for it.

Dave Bego

When the downturn erupted in late summer of 2008, Executive Management Services Inc. (EMS) immediately connected with customers and initiated measures to accommodate their financial needs by retooling accounts and agreements. Simultaneously EMS used this same approach in its sales effort with potential customers and in particular business segments that traditionally do not outsource services. These efforts allowed EMS revenues to increase significantly in 2009.

EMS also examined its internal cost structure to reduce overhead and improve efficiencies. All aspects including purchasing, operations, IT, transportation and facilities were reviewed and necessary changes facilitated.

The initiatives implemented by EMS allowed it to successfully assist its customers who were more impacted by the recession to reduce their costs and improve their financial picture.

Improving a client's performance leads to long-lasting and healthy business partnerships, and satisfied customers recommend companies who produce win/win business relationships, especially in recessions.

Jason Lee

With the downturn in the economy our overall outlook on how we run our operations has changed. We have really watched costs from chemicals to consumables and have talked with our vendors more. Using all resources possible we have gone to a no-tolerance waste program. This means all supervisors need to have supply cost in line and find ways to retune an account to have better production and save in our industry's biggest killer: labor.

In this recession we have learned to also work along with our clients and educate them about our industry and its changes, from machines to products. All in all we have opened our eyes and become better entrepreneurs, really watching every dime and awarding the folks that help us do it along the way.

Next month: What is your favorite business book?

If you’d like the opportunity to share your opinion, send an e-mail to Dan Weltin