10 Areas Your Business Could Save Money

November 06, 2014

The general rule of business is to control costs, increase revenues, and maximize profit. Simple, but difficult to implement in weak or recovering economic times, such as we are experiencing now in the United States. As revenues increase, the tendency of businesses is to add workers, buy new technology, and increase inventories. However, many companies grow themselves out of business by diverting cash into fixed assets and inventory investments in anticipation of expanding sales.

businessman holding golden egg from nestOne way to avoid this situation is to reduce and control non-strategic costs. Through technology and the emergence of the outsourcing industry, companies can reduce costs, increase efficiencies, and increase profits to be in a better position to deal with the inevitable cyclical economic downturn.

Let's look at the top 10 ways to reduce costs in light of current circumstances:

1. Manufacturing

The economics have changed substantially between producing goods in China and in the United States. A recent study indicated that offshore manufacturing companies are looking at a 15 to 20 percent average wage increases and will reach wage parity with the United States by 2017. Energy costs outside the country are growing quickly as China converts from coal to natural gas.

Consider bringing your manufacturing back to the United States to reduce costs and better manage operations without different time zones, cultural barriers, and increased freight and inventory investment. The relative costs have almost come full circle.

2. Freight and Packaging

Look at your trucking or small package competitive landscape for cost savings. Make sure you are organizing the business to take full advantage of full truckloads on the outbound. Take a look at the established minimum values for shipping levels to customers. Look at how much you uplift the shipping charge when you pay the shipping bill and recover the uplifted shipping charge from the customer.

3. Finance and Accounting

The cloud simplifies outsourcing of accounting and makes cost reductions easier and to achieve. This makes a lot of sense if you are having to scale up, or if you do not have accountants on staff to improve reporting or make sure you are GAAP compliant.

4. Human Resources

A Professional Employee Organization (PEO) can help process your payroll and offer your employees a better offering of benefits. In addition, by pooling with other companies through a PEO, you can get significant pooling discounts on the cost of benefits. Additionally, you can have someone else take responsibility for the maze of changing HR regulatory issues including ACA compliance.

5. Legal Fees
If you are involved in litigation, patent work, IPO introduction, or corporate reorganization, you will need a legal specialist. That specialist will be housed in all likelihood in a top law firm and their hourly charge rates are significant. Don’t, however, fall into the trap that you need to pay those rates for corporate counsel work. Legal fees are negotiable and many firms will fix the fee for basic corporate work or accept a fixed monthly retainer for basic legal services.

6. Bank Fees

If you are a small- or medium-sized company and working with one of the national clearing banks, you need to ask yourself why. These large banks are loaded with professionals to help large companies with complex international transactions, technical work such as risk and derivatives management, and other complex financial instruments. But these services may not be what you need to run your emerging growth company. Their rates are about twice the rate of a local or regional bank.

7. Insurance

When was the last time you had a competitive quote from an alternative insurance broker? Insurance companies will only allow one “broker of record” at a time. That means when you want to have your current broker and another designated broker quote, you will have to choose which broker gets quotes from which insurance company. Insurance brokers naturally form strong relationships with specific insurance companies, if for no other reason than volume brings additional discounts.

Put your insurance needs out for bid to two brokers and insurance companies, and consider higher retentions and lower coverage limits if higher limits are not needed.

8. Audit Fees

The big four audit firms are similar to the large national clearing banks. These audit firms are set up with research groups and power groups to deal with complexity both driven domestically and internationally, and they have commensurate high-level fees.

The fee levels can be put into four groups: the top four, the next 3 national firms, regional firms, and small local CPAS. Make sure a CPA firm appropriately sized for your business performs your audit. The hourly rates are dramatically different between larger and smaller firms.

9. Social Marketing

Your website, social networking, and LinkedIn usage can save you enormous sums for marketing your company. Look at the outbound marketing costs and see what you can substitute. Advertising budgets, trade show involvements, and general events are prime areas for trimming or eliminating while effectively using enhanced inbound marketing approaches.

10. Selling to the Right Customers

When you analyze your customer base, you will find you have highly profitable customers, somewhat profitable customers, and outright loss makers. The loss makers are obviously the ones you want to convert or ditch. Smart firms will not only rid themselves of loss-making customers but, by mapping the onboarding sales prospect process, incorporate activities and incentives for salespeople to bring only profit-producing customers on board. Whether you are reducing the selling cost or diverting resources to attain more profitable sales, you are moving to increase the cash and the profitability of the firm.

Taking advantage of just a few of these cost reductions will give you truly substantial cash and profit savings.

Topics: Accounting & Finance

Peter Duff

PDC Consulting

Peter is a seasoned financial and operational executive who is passionate about enabling  businesses to reach the next profit and cash generation level. He brings to consulting a broad experience of over 30 years as EVP, COO, and CFO roles in diverse consumer, industrial and technology businesses. Peter has been responsible for significant improvements in revenue, margins, expense as well as cash levels in manufacturing and service oriented businesses. He has a solid background in domestic and international settings with top 500 companies, middle market, start-ups and service operations. Peter is a trusted adviser to private equity and other fund managers.
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