The 2008 crisis has shown the failures of some corporates considered reliable and safe. Many of them, even cutting drastically, did not succeed in overpassing this reef.
A Boston Consulting Group study, nevertheless, highlights how, during the last downturns, 14% of the corporates part of the study increased their incomes over 10%. 44% of them, instead, reduced both sales and profits. It seems that even from a crisis some can benefit and get business opportunities. To reach this result, the companies opted for a strategy which was not focusing on limiting the crisis damages, rather, they searched for new horizons and intensified their exports.
Those who disinvested (especially non-core businesses) to limit losses and reduce costs, managed to resist focusing on other markets or fields. In the other way, who just cut costs, has not been able to generate profits.
Corporates that during crisis opened to new businesses, markets, or decided to attack a competitor, gained concrete results. In particular during 2008, some companies decided to renew the internal management in a digital scenario, anticipating the trends.
Here is the concrete lesson from any dark era: companies should always forecast several possible scenarios, focusing on a resilience strategy efficient. Having two distinct plans may not be the solution, as the both may never take place. When there is a perception of a downturn, an entrepreneur should question himself not asking:”how can I avoid losses?” rather:”which are the best ideas and talented people that I can look for now?”