In 2018, all for-profit businesses will receive a significant capital infusion from the U.S. Government. Will you take advantage of these additional resources to expand your company and increase its value?
Important Questions to Consider:
Profitability Improvement Challenges
When a company is going through a transition in operations (new product focus, implementation of new technology, new marketing strategy, new distribution channels & methods, changes in strategic direction, etc.) it is imperative that all changes are evaluated as to the resulting impact on the synergism of the entire business enterprise. This impact should be measured and projected into the future for Net Income. In many companies there is not an awareness that profitability improvement is being restricted by internal barriers in the company.
In domestic companies the following are some “red flag” symptoms that may indicate restrictions on net income growth.
Use your capital infusion wisely!!
For further information please go to the Profitability Improvement Tab under SERVICES.
Bob Rivero - CEO
1. Has your company reached a limit on growth and profitability due to competition or local economic factors?
2. Have you ever considered expanding your operations into other countries to continue increasing company value?
3. What has kept you from doing so?
You don’t have to be a Fortune 500 company in order to take advantage of growth into overseas markets. In recent years, there has been a significant increase in the number of companies much smaller than the Fortune 500 that have established a foreign presence.
If you are a senior executive, it is most likely that you have attended at least one (or numerous) time management seminar(s). It is also most likely that your time management challenge has not been resolved to your satisfaction. Why is that? Pick from the following list:
For many years, the CEOs of Fortune 500 companies came from either Sales, Marketing or other product-focused executives’ disciplines. In recent years, this trend has changed. It was found that about 30 percent of Fortune 500 CEOs spent the first few years of their careers developing a strong foundation in finance, while CEOs who started out in sales and marketing roles account for only about 20 percent. This indicates that companies prefer CEOs who can create value for the company and who understand the company’s financial drivers. Typically, companies are looking for CEOs who can develop a strategy and understand the financial ramifications of business decisions. However, only about five percent of these CEOs were promoted directly from the role of CFO – more than half were appointed from the role of COO or President. Which indicates that although financial acumen is very important, above all, companies value a strong operator.
At present, there is a shortage of professional employees aged 30 to 50 in companies which results in an inability to fill the significant gap of retiring baby boomers. This situation creates the need to have these younger professionals reach leadership maturity 8 to 10 years faster than past generations. In addition, current millennials are leaving organizations because of “insufficient opportunities to develop their leadership skills”.
Businesses are hindered in helping the young professionals develop their leadership skills by lack of available qualified and interested mentors because: