And now, for every ruble must be fought. While not hard, but fight, because if you do not take, then take your competitor. The first of which, again, as a rule, rush to the company, the development of quality sales. And in principle at this stage, this approach is correct. In the short run, it produces positive results.

But sooner or later comes … Step 3. At this stage, the owner and top management becomes apparent that only the development of sales will not save the situation, and we can talk only about the comprehensive development of all services and optimize company as a whole. This understanding comes the moment when, for example, begins shortage of goods, or goods not delivered on time, or the costs of promotion are very high, and the result is hardly noticeable, or when staff turnover exceeds all the required standards. And yet these moments occur at times of crisis, because in these times of performance of the company depends on its survival. Everything. Further, there are three possibilities.

Option pessimistic. Company is not competitive, implements wrong decisions that lead to bankruptcy and, in the short term, ceases to exist. Option classic. The company does not take any action to optimize for an effective system of work, drifting, sometimes rising, sometimes decreasing. The ups and downs in this review are random, but the overall trend leads to the degradation (“Titanic”, for example, too long drowned). Critical moment for such a company will be on the market quite a serious competitor, or masses of smaller competitors, who will select the main chunk of the market, leaving the company, in fact, what may be called with the crumbs table. Remarkably, if the company allow offensive critical moment, in this time of cost is significantly reduced. Constructive option. In a moment of recognition (by and large it does not matter when this moment occurred, the main thing was to allow sufficient time to implement changes to the death of the company) need to optimize the organization of work, construction management, development of the company as a whole should be decided (and this is should be a strong solution) of the need for development activities. Further, such activities should be developed and implemented. Typically, in such events, there are three parts: audit, development of model implementing change. And, as a rule, major changes lead to staff turnover and a great work with the inner world of managers of the company. And the most difficult (in some cases impossible) in this process – change the owner and top management (for example, any surgical intervention is a lot of stress to the body, but the body is able to live and enjoy life.) That’s why the decision to start the changes should be strong. After a successful optimization and building management systems, the company converted to a stable, internally consistent, flexible and universal structure, ready to respond to external changes. It is clear that the better the system is constructed to control the company, the more competitive it is on the market. Suppose you built a control system of the highest level. But your competitor also built a system management at this level. The further you can compete? Let this question be for you. After all, if you go to battle these two masters, the fight will go before the first blow.