These Are 4 Outstanding Mid-Year, 2010, Recession Bounce-Back Co. Growth Strategies!

This defensive market, industry, and competitive environment is a great time for decisive, strategic lightning strikes -- initiatives of key resources focused on attractive growth opportunities. However, the window of opportunity is closing at varying speeds depending upon the region, market, and industry.  Here are several strategic levers we have identified and pulled that have had profound business success over many years and clients.

Typically, prolonged, harsh recessions not only cause companies to be on the defensive, but inward facing. Like Washington's crossing of the Delaware in the  stormy night, well-timed competitive moves can have dramatic impact. Review your main competitors.

Assess those whose services and value has diminished to their customers, or how your services can sharply differentiate from theirs and add value to clients. One time during the strategic planning session a news flash reached the leadership team that a competitor had just filed Chapter 7 (Liquidation, not Restructuring). We immediately sprang through that open window! Results: key employees were hired and new business was attained.

Vigilant review of competitors will drive identification of distinct, attractive opportunities for recession rebound!

There are always relatively less penetrated markets, and there is no better time to pursue market share increases than during a recession or well into its weakening effects. Yes, the market pie may have contracted, but by definition your market slice is relatively small, so your share upside is still very significant. Evaluate which markets have the most upside, relatively better logistical, resource, and conquest costs, and overall just have what I term the best "Return On Energy (ROEn)". Remarkably, adroit analysis and discussion will surface which markets rise to the top as most attractive. Plan your "Entebbe Raids" and make your move!

Prolonged recessions will warp the supply-demand conditions and timings. For example, customers have reduced inventories to conserve cash. Recessions also foster a psychology of delay and postponement. However, upon the slightest of post-perceived bottoming out and nearly imperceptible uptick is the time to make your move. Should the pricing be reduced for share penetration? Have your efficiencies over this period made the promotion of certain products and services more attractive? Can you out-deliver and out-service in after-sales in delivering products and services? Again, timely review of your products and services in light of market conditions will absolutely yield 2 or 3 very attractive opportunities! Act before and better than the competition. Their slumbering winter may be your early Spring!

Granted, many painful things likely were done as a matter of necessity during the past couple of years. However, it is those companies that are looking forward to the road ahead and not in their rearview mirrors that emerge the best from macro-valleys.

Where is the best return on investment for incremental resources -- headcount/staffing, capital investment, and process improvements? A prioritization process that has worked very effectively over time is to list all of the major projects vying for investment coming out of the recession. This list is usually comprised of two kinds of projects: a) deferred infrastructure projects delayed due to P&L/Balance Sheet/Cash constraints, and b) extremely attractive external profitable growth opportunities of an opportunistic or strategic nature. Each of these should be carefully evaluated and ranked by ROI (or Safety/Security/Audit/Legal/etc. if non-financial). Some of these will be one-time quick hits; others may be recurring and long-term. The key is careful prioritization, but then timely and effective mobilization to reap the due rewards before the recession-rebound window closes!