Good performance in times of crisis

A crisis turns of the small and medium enterprises in a conversation of colleagues and friends. And, although the picture is full of bad news and bad omens, we all can make a lot of examples of companies that are performing well. It is true that we speak of the "lower part" and suffering of many people we know who have lost jobs, businesses and welfare. And that the quantity has overwhelmed us.

But what are the reasons for the difference? Why in a crisis environment is possible to achieve good results? And I think the question has to be it, not looking on the reasons why companies disappear in times of crisis. Diving in the grounds of failure seems to me that we only reaffirms what is already known and just drifting in a masturbatory exercise of mourning.

In the cases I have been discussing, among other reasons, I found all of them a key factor in common: the advance. And the funny thing is that in almost all cases the advance was not a voluntary decision to prepare for the crisis. There was an awareness that something would happen! It's just been a corporate governance by the leadership of these companies.

This anticipation has focused on making good decisions in three areas:

• The marketing strategy has allowed in positions clear competitive advantage when the economy said he had not much wealth as it seemed. Internationalisation of the business, streamlining the product families, professional relationships with distributors, rigorous business procedures, protection of the gross margin, innovation, focus on emerging sectors or excellent service to niche markets. Nothing involving a revolution or not known to everyone. But they were necessary intelligence and courage to bet on these roads.

• The use of available resources, especially financial ones. This is one of the topics that generated cries in this period since the crisis ("scam?) Financial sector has blocked access to liquidity. But there has been generating companies who bet on stocks and ensure their level of cash during the fat years. Companies that chose not to borrow in excess income to avoid cash-B "and are not seduced by the alleged positive influence of glamor and glitz in the running of the business. These reserves are allowing them to withstand the problems of delinquency and became the beginning of the crisis in desirable customers for financial institutions. In addition, the intelligent use of available technology maverick allowed them to improve their productivity. And from there launched its particular virtuous circle.
• Mobilising the talent of the people, which is what has enabled decision-making and progress in the two previous areas. And in this key issue has been the leadership they have exercised the addresses of these companies, betting on growing the capacity of people and facilitate their engagement based on trust, accountability and justice in the survey.

Corporate governance based on the principle of prudence, trust in people, intelligence and rigor. And when you get good lessons for better times, which will surely come.