Managing growth when coming out of economic downturn Growth kills more companies as they emerge from an economic downturn than the recession itself. More precisely, headlong expansion with depleted working capital is what does for them. After the slump, the losses and the gloom of it all, what entrepreneur would turn away that heady surge in sales? The answer is
The pandemic pivot game – to stick or twist with your new business model Coronavirus has not just changed the way we live our lives, it has revolutionised how we do business. Some of this commercial adaptation is permanent, while other revisions may only be temporary. Some will only work in the short term, others may have much longer term
The insolvency reality during the crisis There is a common view that insolvency practitioners must have been rushed off their feet during the crisis, as businesses across the economy have been savaged by lockdowns and restrictions. The reality could not be more different. Government support measures have not just kept viable enterprises afloat, but they have also suppressed business failures
In the natural world, only erosion can move a cliff edge. In the distorted, dystopian UK realm of Coronavirus economics, the cliff edge is financial and it shifts at the whim of the government, leaving a trail of confusion and uncertainty behind it for businesses. The wide variety of business support schemes It has been difficult to keep track of
As the government rolls out its mass vaccination programme as a last resort solution to the Covid crisis, there may finally be hope of some sort of normality at some point in 2021, though whether that moment comes in spring, mid-summer or the autumn remains to be seen. But whenever the economy begins to climb out of its recessionary hole,
As we approach the first anniversary of the start of the Coronavirus crisis, few businesses have been left unmarked by the most extraordinary twelve months in living commercial memory. The degree to which they have been affected is determined by the industry in which they operate and their positioning within that sector. For most owners and managers, it has been
