News Dec 28, 2000
Juergen Daum’s News Service about New Economy Management Best Practice
©2000 Juergen Daum. All rights reserved.
The
recent US GDP revision from 2.7% to 2.4% - compared with 4.6% and 5.6% growth
in Q1 and Q2, respectively – make it clear, that the US economy is slowing
down. But this may not be all bad.
As
slower revenue growth affects profits, finding new ways to preserve these
profits in a tighter market environment becomes tantamount, since, as even
Internet investors are being reminded, the goal of business is to make money.
Usual tactics of the past to achieve this goal, like laying off employees, cut
salaries, slow the pace of new hires etc., may not be the right solution in a
New Economy, which is founded on intangible assets like human capital, allowing
the one, who can dispose of the best talent in industry, to get a head start
before others and ride the wave of a new technology and new markets, leaving
others behind and force them into a merger or let them vanish at all. The
problem with this type of solutions is that they are short-term fixes that
typically do not create long-term value. A more preferred path to profit
preservation may be automation and streamlined business processes.
Analysts
and consultants all agree, that there is a huge opportunity for cutting costs,
reducing working capital and fixed assets and increasing market share
and revenue in moving to new E-Business models, which are founded on business
processes that cut across the borders of the company. Powered by new B2B
software applications, totally new transaction and collaborative performance
management processes can be designed. They let information directly flow from
one company to the other and trigger immediate transactions, thus eliminating
the need to keep for examples large inventories, because the transparency you
get through a vendor management inventory process and systems, will enable you
to know exactly, when your customers needs a new delivery of raw materials or services. Experts estimate,
that a New Economy business based on these concepts can generate, compared to
an old economy business, enough additional value to boost market cap to up to 8
times higher than the one from a old economy business which is operating under
similar market conditions as the New Economy business (this are based on a
generic case described in the “book of the month” from November 2000: “Meta-Capitalism” by
Grady Means and David Schneider).
Why
does this matter when we talk about the forthcoming economic slow down in the
US ?
After
the US recession during 1990-1991, we saw an explosion in spendings for
streamlining business processes under the term of “business process
reengineering” and for ERP systems, giving companies better tools to manager
data and support such new business processes. Productivity as a result of these
systems increased dramatically as these systems enhanced planning and
procurement, inventory, and logistics management. Now we have a similar situation.
A new breed of enterprise solutions, such as the mySAP
solutions for customer relationship management, supply chain management, financials, human resource
management and product live cycle management, are taking these prior
improvements and raising them to new levels by leveraging the Internet to
streamline intra- and intercompany communications and transactions.
As
the economy slows, such E-Business products will be the CEO’s vehicles of
choice to drive efficiency throughout their businesses and bolster bottom-line
performance in a weaker top-line environment. The cost associated with doing
business as usual will become a competitive disadvantage. Companies that do not
embrace new E-Business solutions will pay a price in an increasingly
competitive marketplace in the midst of an economic slowdown. And as the US
economy is the leader for all other economies, we will see this development
spreading out globally, affecting all
other national economies as well and boosting – hopefully – business
performance and the overall world economy again in the next years to come.
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2001 Juergen Daum. All rights reserved.
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