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	<title>Business Strategy Blog</title>
	<link>http://www.businessstrategyblog.com.au</link>
	<description>Stategies to improve business performance.</description>
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		<title>Focus on Cash Flow (Part 3): Optimising Stock Management</title>
		<description><![CDATA[Stock is a core focus of many businesses – customers demand it, suppliers provide it and financiers securitize it.  

Here are some strategies to ensure you’re getting the most from your stock management systems and processes...]]></description>
		<link>http://www.businessstrategyblog.com.au/1880/focus-on-cash-flow-part-3-optimising-stock-management/</link>
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		<title>Tips for surviving tough times in the construction industry</title>
		<description><![CDATA[The skills required to survive in business vary widely when there is noticeable change in the business cycle, up or down.

The Queensland construction industry has certainly had its up and down moments over the past decade.

After a number of years of positive growth in the leadup to the GFC, many business owners within the state’s construction industry felt they had cause to be optimistic, committing forward expenditure on equipment, assets or land stock and funding these commitments through various forms of debt. 

However, the GFC negatively impacted on many businesses, who found themselves overcommitted with debt or cash outlays due to a sharp reduction in income.

The industry experienced considerable turmoil and restructuring post-GFC and further difficulties after the natural disasters of January 2011. 

Many companies had to react with major debt reduction exercises, sale of assets or staff lay-offs to improve cash flow and survive. 

The consequence for those who were unable to adjust is that the Queensland construction industry...]]></description>
		<link>http://www.businessstrategyblog.com.au/1857/tips-for-surviving-tough-times-in-the-construction-industry/</link>
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		<title>New executive remuneration laws give more power to shareholders</title>
		<description><![CDATA[Executive pay remains a contentious issue for shareholders of organisations and the broader community.

Links can be drawn between the ‘Occupy Movement’ (which has sprung up in locations around the world, protesting social and economic inequality, corporate greed and corruption) and the substantial difference between the national average wage and what Key Management Personnel (KMP) are paid.

There is no shortage of examples where the public and shareholders have been at odds with Boards’ interpretation of fair pay.

Look at the recent pay rise of Alan Joyce, CEO of Qantas, which was questioned widely in the media and public circles. It practically coincided with the industrial dispute that cost the business millions.

Remuneration and an individual’s value to an organisation is determined by a complex interaction of factors.

]]></description>
		<link>http://www.businessstrategyblog.com.au/1824/new-executive-remuneration-laws-give-more-power-to-shareholders/</link>
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		<title>Why Businesses Need Turnaround Executives</title>
		<description><![CDATA[Hiring a turnaround executive may be one of the most important and critical business survival decisions a business will make.

Any business, even one with a long history of strong performance, will at some stage need to introduce fresh ideas or change direction to remain competitive.

For underperforming or distressed businesses, stabilisation and careful steering out of crisis is required before setting out in a new direction.

In both cases, it is extremely difficult for people within the business to find the time or energy to objectively and critically evaluate what direction the business should take.

Those who take the time to think about the future of their business will consider hiring turnaround executives to help with the challenges.

How turnaround executives help businesses...

]]></description>
		<link>http://www.businessstrategyblog.com.au/1832/why-businesses-need-turnaround-executives/</link>
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		<title>Should You Sell a Non-Core Business?</title>
		<description><![CDATA[Non-core businesses are created usually from acquisitions, mergers or as a result of synergies with the core group activities.

They can be the “forgotten child” of business. Once purchased or set-up, the original recognition of the unique features that would add value to the group is forgotten and the core business takes over focus, to the detriment of the non-core business.

It is common to see ASX 200 companies divest non-core businesses to focus on their core activities.

However, boards and Group Leadership Teams (GLT) really do need to understand and care about  non-core businesses for them to succeed.

There can be value in retaining a non-core business.]]></description>
		<link>http://www.businessstrategyblog.com.au/1802/should-you-sell-a-non-core-business/</link>
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		<title>How your business can survive the looming economic downturn</title>
		<description><![CDATA[The worst thing Australian businesses can do during the “new GFC” conditions they will face over the next year is batten down the hatches and just try to survive.

Signs of economic slowdown in China, combined with a predicted poor retail result over Christmas and concerns over carbon tax impact, mean 2012 will be an incredibly challenging one for many businesses – I believe tougher than the original GFC aftermath.

Whether or not we fall into recession is irrelevant, business is facing extremely tough conditions. We can see among clients that bank finance is becoming tight again and credit rationing will be a factor.

The worst thing a business can do is approach this period with a “bunker down” attitude.

]]></description>
		<link>http://www.businessstrategyblog.com.au/1783/how-your-business-can-survive-the-looming-economic-downturn/</link>
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		<title>HR Strategies for SMEs – Part 2</title>
		<description><![CDATA[In my last blog I looked at essential HR strategies that can help SMEs to mitigate risk and strategies to help retain and motivate staff. I’ll now share some HR strategies to help SMEs entering the business growth phase.]]></description>
		<link>http://www.businessstrategyblog.com.au/1767/hr-strategies-for-smes-%e2%80%93-part-2/</link>
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		<title>Applying Supply Chain Thinking in Operational Turnarounds</title>
		<description><![CDATA[How can you leverage supply chain principals to improve business performance and achieve operational turnarounds? 

In my last post, “Supply Chain Performance – a lead indicator for business success”, I noted that Supply Chain Management is all about optimising activities across various partners, to satisfy a customer’s needs in the most effective and efficient way. I also provided a few characteristics and reasons for optimal and underperforming supply chains.

In my experience, supply chain metrices are generally good lead indicators of financial performance. The question is how to leverage the concept of Supply Chain Management to effect business improvements and operational turnarounds?]]></description>
		<link>http://www.businessstrategyblog.com.au/1723/applying-supply-chain-thinking-in-operational-turnarounds/</link>
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		<title>What a Slowdown in China Means for Australian Business</title>
		<description><![CDATA[We have all become accustomed and comfortable with China’s rapid growth and development and it was China’s appetite for commodities that helped Australia escape the worst of the GFC.  

Post GFC, we have to ask ourselves: how long can China fuel the Australian economy and how big will the impact of China’s slowdown be on our mining industry (the only industry that is keeping our macro-economic figures looking reasonable)? ]]></description>
		<link>http://www.businessstrategyblog.com.au/1743/what-a-slowdown-in-china-means-for-australian-business/</link>
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		<title>Surviving The Next Credit Squeeze – Business Essentials podcast</title>
		<description><![CDATA[The continuing European debt saga is restricting the pool of funds available to Australian banks. That means business borrowing will become more expensive and harder to come by, so it's time to get your affairs in good shape and work out your plans. Might you have to forego your plans for growth, or sell off assets to provide working capital? 

In this Business Essentials podcast, Bob Kearsley asks Michael Fingland how a new credit squeeze would affect Australian business, especially SMEs.]]></description>
		<link>http://www.businessstrategyblog.com.au/1719/surviving-the-next-credit-squeeze-%e2%80%93-business-essentials-podcast/</link>
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