200k worth of goods burned in the warehouse fire. insurrance on goods was limited. company went into debt operations stalled for a month. but I negotiated to not lose customers turned to credit.
Disaster hits the business. To do: 1) is insurance sufficient?, 2) is there a credit line?, 3) customer communication (inform them we're paused).
I've been dealing with this for a long time. The reason for failure isn't one big mistake, but the accumulation of small decisions.
Just leaving this note, it might be useful.
Generally correct, but one part is missing. The real issue isn't the number, but what it's based on.
If I were you, I'd go this route.
Thanks for posting. The reason for failure isn't one big mistake, but the accumulation of small decisions.
Pausing growth to breathe is also a strategy nobody says that. If you have questions, write them; I'll answer as best I can.
I felt relieved reading this answer, so its not just me... Trying to do this alone is the most expensive way.
Taking notes for two weeks yields better results than a six-month estimate. If you have questions write them; I'll answer as best I can.
Let me share my experience. Any unwritten clause becomes a point of disagreement later, as both sides remember it differently.
If I were you, I'd go this route.
yes that's exactly how it is with getting back on feet aftre fire and the answer varies greatly by industry; there is no one-size-fits-all rule.
of course it varies if your situation is different.
I went through the same thing two years ago. Pausing growth to breathe is also a strategy, nobody says that.
Hope this helps.
Yes, that's exactly how it is with getting back on feet after fire. Extending terms makes customers happy but turns you into a financing institution.
I'm also curious if anyone does it differently.
If I understood correctly, you're saying: The biggest time-waster for us was not knowing who had the final say.
I'm also curious if anyone does it differently.
Same here. If it's your first time, start small; scaling comes later.
I'm also curious if anyone does it differently.
Let me summarize the topic, since several different answers were given. If the gap between accounts receivable and accounts payable turnover days is widening, revenue won't save you.
Correct me if I'm wrong.
We got stuck at the same point for a while. Taking notes for two weeks yields better results than a six-month estimate.
This is my opinion, I'm not claiming it's absolute truth.
Here's how it went for us. The first thing to break as you grow is communication, not the numbers.
If you post the result here, it will help others too.
We experienced almost the exact same thing last year. Don't hesitate to ask; those who don't ask always pay more.
If you post the result here, it will help others too.
Let's separate the concepts, they're getting mixed up. When we decide without measuring, we always end up in the same place.
If you post the result here, it will help others too.