Sponsored by Oregon Business

Cost saving: 10 (good) ways to cut corners

| Print |  Email
Friday, June 01, 2007

Tim Hickey, principal at Tim Hickey Consulting Associates in Vancouver, Wash., has some pretty sound advice when it comes to cost cutting.

Don’t think first about what you can cut out, he says, but what you can improve in terms of your processes and operations. Don’t make cuts that reduce your revenues and, no matter what, don’t start sizing up your business like it’s a Thanksgiving turkey.

“Too often companies come in and just sort of think, ‘What can we carve out?’” says Hickey. “If you do that, you’re putting yourself at risk of death by a thousand cuts.”

Chris Adamek is practice director at ACME Business Consulting LLC in Portland. His best advice on cutting costs?
“There’s a certain amount of that that just comes from being more efficient,” he says. “Sometimes you’re not able to tie a specific dollar amount to it, but it still makes a difference.”

In sum, to realize some cost savings in your business, don’t cut just to cut. Identify and then tackle inefficiencies and consider the following tips for running a tighter ship.          

1. Invest in a marketing plan. Hickey is no fan of having talented, highly paid sales people spinning their wheels trying to find good sales leads. Instead, he suggests investing in a high-quality, focused marketing program. “Companies that cut marketing end up paying more for expensive leads,” he says.

2. Look for outsourcing opportunities. People see the word “outsourcing” and immediately think of a call center moving to India. But, says Adamek, there is much more to it than that. “Every function of a business can be outsourced,” he says, listing as examples payroll, marketing or creative services. “It’s just a question of what’s strategic to you and what isn’t.”

3. Eliminate one-off projects or operations. One-time customer projects rarely make sense for a company that doesn’t consider itself a custom shop. That doesn’t mean a firm shouldn’t consider new markets, but it does mean a company should have a clear definition of the services it provides and the products it offers.

4. Annually review software and other contracts. It’s not un-common for businesses to lack expertise when it comes to negotiating contracts with software vendors or to be paying for services they don’t need. Keep these costs down by reviewing such contracts annually to make sure you’re paying a good price for truly necessary systems.

5. Make regular technology upgrades. Still using Excel spreadsheets to manage important sales figures or inventory numbers? Adamek says many companies could benefit by upgrading to a more sophisticated system — something that can usually be started in-house.

6. Don’t start unsupported initiatives. Time and again, Hickey has seen companies haphazardly and half-heartedly start an initiative, only to abandon it with little to show for their efforts. “Too many companies will see any old opportunity and just throw something at it,” he says. “That’s a waste of money.”

7. Consider direct sources — or not. Many companies benefit by having direct source contracts with suppliers for their raw materials. For those that do, Adamek suggests reviewing those contracts every year to make sure they still make financial sense. Companies that use third-party sources would be wise to at least consider direct sources as an option. “There can be some real opportunity for cost savings there when they hit a certain size and scale,” he says.

8. Implement a strategic plan. Without a unified strategic plan, the management team isn’t able to focus and can slip into a chase for what Adamek calls “micro-opportunities.” The result? Loss of both cost savings and efficiency.

9. Streamline processes. “Make sure your processes are what you really need to get the job done in the best way,” Hickey says. And make sure everyone is focused on improving those processes every day. “This can hugely reduce costs,” he says.

10. Link compensation to cost-cutting goals. “If you’re going to build cost savings and efficiencies as a core tenent of your business,” Adamek says, “make sure it’s fully integrated into performance assessments.” That means finding creative ways to encourage — and reward — cost savings achieved throughout a company.

— Jon Bell


Have an opinion? E-mail This e-mail address is being protected from spambots. You need JavaScript enabled to view it

 

More Articles

On the Road

April 2015
Friday, March 27, 2015
BY LINDA BAKER

My daughter turned 18 last week, and for her birthday I got her a Car2Go membership. Not to label myself a disruptor or anything, but it felt like a groundbreaking moment. The two of us, mother and child, were participating in a new teen rite of passage: Instead of handing over the car keys, I handed over a car-sharing card — with the caveat that she not use the gift as her own personal car service.


Read more...

Money Talks

March 2015
Saturday, February 21, 2015
BY LINDA BAKER | OB EDITOR

Will community banks survive the digital age? Three CEOs peer into banking's crystal ball.


Read more...

Epitaph for a Boondoggle

April 2015
Friday, March 27, 2015
BY JOE CORTRIGHT

The CRC is a cautionary tale about how we plan for, finance and invest in transportation infrastructure.


Read more...

Downtime with the executive director of Greater Portland Inc.

April 2015
Thursday, March 26, 2015

Janet LaBar, Executive director, Greater Portland Inc.


Read more...

Umbrella Revolution

March 2015
Monday, February 23, 2015

Yeah, we know: Oregonians are way too cool for umbrellas. But today’s stylish, high-tech models will soften the resistance of the most rain hardened.


Read more...

Opening soon: 3 of the coolest new breweries in Oregon

The Latest
Thursday, March 19, 2015
brewthumbBY JACOB PALMER | DIGITAL NEWS EDITOR

There are 278 companies licensed to operate as brewery, according to the Oregon Liquor Control Commission. Here are three new beer-making hubs slated to open soon.


Read more...

Get on the bus!

April 2015
Thursday, March 19, 2015
BY APRIL STREETER

How the private sector can ride the next transit revolution.


Read more...
Oregon Business magazinetitle-sponsored-links-02
SPONSORED LINKS