Small Firm Survive During These Periods Recession example essay topic

What Is this Affect, And How could a small Firm Survive During These Periods recession is a decline in overall business activity. During a nationwide recession, a country suffers a drop in buying, selling, and production, and a rise in unemployment. A recession may also hit an industry or a region. Historically, nationwide recessions have also brought an end to severe inflation or even a fall in prices. A recession hurts countless people, especially the workers who lose jobs. Most recessions occur because the total amount of spending in the economy drops.

For example, if sales rise more slowly than usual, businesses may reduce their orders for new goods. The manufacturers that supply the goods cut back on production. They need fewer workers, and so layoffs and unemployment increase. Workers have less money to spend, which further decreases the demand for goods. As this pattern spreads, a recession begins. Below is a diagram showing the business cycle: (for business cycle dates see appendix 1) The collapse of some companies during a time of recession is part of the customary business cycle, and some people reason that this is the way capitalism works.

By allowing some companies to falter, because they are unable to compete in the world market, we ensure only the best organisations survive. This survival of the fittest model of business operations is what ensures that there are gaps in the market for new firms to set themselves up when the upturn occurs. They are able to expand using the unemployed resources that are then available. The problem with this theory of market forces is that occasionally the downturn in the cycle is so severe that profitable and efficient businesses become insolvent. This results in the econom not having the capacity to thrive once it takes an upturn during a recovery. What I will now look at is how this business cycle affects the construction industry in particular, and its workers.

I will then examine why this happens and how I feel businesses within the industry could manage to survive during this time. The building industry is particularly renowned for struggling during times of recession due to the fact that construction is generally regarded as a luxury item. As recession takes a firm grip of the economy we then see a fall in income in the economy as mentioned above. With disposable income decreasing we see the demand for luxury items decreasing and thus a fall in earnings in the construction sector. Price Basically, this is why the construction industry is affected so badly by recession. What I will now examine is what exactly is the effect of the recession on the firms within the industry.

To do this I questioned to people who work in the construction business. The first has been in the industry for 45 years, and was affected very badly by the recession, which peaked 5/90 when he worked for the organisation Bovis. The second has been in the industry for 27 years and was self employed during this same spell, and was also very badly hit. To begin with I will examine worker 1 who was employed by Bovis at this time. When I asked him about how the company responded to decreased demand during the recession he commented on the redundancies made in great detail.

This was the most major cut-back made by the firm, and he was one of those that was made unemployed, which also coincided with the closure of many of the companies sites. These two diagrams above show the problems of unemployment such as that described by the Bovis workers in the recession of 1992. As can be seen as the trough hits an all time low, unemployment reaches a high of 3 million. Then as we head out of the recession unemployment begins to decrease. This is exactly what happened in the construction industry, which we can now see experiences what is known as cyclical unemployment, which is directly associated to the period of time relating to the trade cycle. This can be seen in appendix 5.

Here we have the accounts for 2 construction companies, Barratt Developments and Alfred McAlpine. If we look at the periods dating back to 1992 then we can see that at this stage both firms were experiencing times of negative growth of sales. For Barratt we see 19.6% in 1991, leading up to the depression, then 5.9% in 1992, -7.5% in 1993, until we move back in to positive figures in 1994. This links with the number of employees, where we see the trend of cyclical unemployment taking place. In 1991 they have 3,000 employees reduced to 2,400 in 1992 and then 2,200 in 1993, until in 1994 the figures begin to rise again. Much the same happens in the figures for Alfred McAlpine.

So, those employed by larger firms became unemployed, but what about those self-employed in this industry According to the second person I interviewed they suffered an even worse fate. Being self-employed they do not have the advantages of the financial economies of scale such as being able to borrow huge amounts of money from the bank, as they are seen as a liability (although loans for larger firms were made less available as interest rates were increased to curb inflation in 1989). As we can see from appendix 3 the problems during the recession forced the owner to close down the business and move to Germany, which at this period was experiencing a boom as seen in appendix 1. This meant that he had to cut back in terms of making people redundant. This leads to the question, so how can a small firm survive during a recession In my opinion there are a number of ways that could combine to help a firm to survive this period without taking drastic measures like those seen by the self employed construction worker I interviewed. The first of these ways is to think like a big firm.

Large corporations have a good understanding of what position we are within the trade cycle, which enables them to hone their activities to the period they lie in. There are a number of ways to detect a slump in the offing and once a recession sets in, it tends to gather its own momentum. Consumption demand falls off first, and then investments that looked profitable on the expectation of continually climbing sales and prices suddenly become unprofitable. High interest payments, which seemed easily tolerable when sales and prices were rising steadily, now become a burden, and business failures, which were infrequent in the boom period, now become more common.

These are all signs of an upcoming slump period, which should enable a small business to prepare as best as they can. This preparation can also come in a number of forms. Firstly, management should be concerned with plans to convert fixed to variable costs, probably by transferring previously full-time staff either to part-time or on subcontract. Managers should also start to shorten purchase contracts, pay off debt, reduce inventories, tighten working capital and review forthcoming budgets. This would also be the opportunity to review the pattern of sales and distribution in preparation for differentiating products and seeking niches. As the construction industry provides capital goods in many cases then they are likely to be hit badly.

This may make firms postpone expansion plans, as they do not need to increase capacity with a falling demand. However, if the finance is available (and this finance would have to come from somewhere other than banks for a small firm like this) then the firm may react to the recession by investing in labour-saving equipment, because in the construction industry especially labour is the major business cost. The reason why this is an unusual reaction though is because expected profits are making the decision to invest more unlikely. Another method of raising finances enough to stay in business could be destocking inputs As firms cease to trade, as is the case here, then the stocks of inputs will build up. This will cost more money as the stocks firstly have to be paid for, and secondly they have to be stored somewhere, which also costs more money. So to cut borrowing needs the company can run these stocks down.

One way that could help a small firm stay in business during a depression via the use of pricing policies. With poor trading conditions firms may be able to develop better marketing strategies in order to boost sales to their maximum during this time These pricing policies could include bargaining towards a lower price for the customer to ensure the sale and striking a deal that best suits the current market prospects. Basically any offer that can keep the business making a normal profit for the time being, until they can proceed in to the recovery to make a super normal profit. In a more radical approach the small firm could diversify during the depression. By substituting to a different product they could avoid the cutbacks of a recession. Obviously the product would have to be related to the construction industry, because otherwise it would become too much of an upheaval for the firm.

The product could take the form of either a niche market or by finding another product for which demand is not reduced during the recession. Looking at Appendix 6 I have come up with an idea of what this product change could be. First, if we look at the company sales chart for the Aggregate Industries, which is a supplier of raw materials to construction companies. From the sales figures we can see that their sales are not affected as badly as the construction companies themselves.

There is a drop in sales growth, but it does not turn negative until 1993, which was nothing to do with the recession therefore, and must have been company based problems. This suggests that there is a sector of the industry that still needs a steady supply of materials during the depression (note: I am not suggesting that a small company should enter this industry themselves, as this is too much of an up heave for the firm). Then looking at the Birse group sales analysis we can see that there is an unusually small drop in sales over the recession. Birse are a company that construct retirement homes. What makes them a niche is the fact that despite the recession demand for private elderly homes stays fairly neutral as they are almost a necessity. It must be noted however that it is important that the firm would specialise in private construction because, obviously, public retirement construction is going to take a downturn, like the economy in the depression as government spending is decreased.

Looking at the sales figures we can see that leading up to and during the depression the sales growth remains positive, and only in 1993 does it turn negative. Overall, however sales figures have remained fairly steady throughout the years echoing the fact that they are not affected cyclically. This is also shown in the fairly stable rates of employment around the 1,500 mark. Another possibility is to stay in residential construction, but not by new builds i.e. to undertake renovation, refurbishment, and extension work. If people want to move but do not have the money, then the next best option is to make the best of what you have. This is why we can see the survival, and increased sales growth even through the depression of companies such as Anglian Group PLC.

Although this is a relatively large company, the theory of building extensions as diversification off of the construction path could also work for a small firm. The sales analysis for Anglian can be seen in appendix 6. We can see from this that employment levels in this company actually rise during the depression from 60,026 in 1991 to 71,216 by 1993. This is a complete comparison to those construction firms who base sales only in completely new builds. This new area could also include the idea of painting and decorating, which tends to go hand in hand with the idea of extension work, and could prove to be just as profitable during times of recession for the same reasons as extension work are advantageous for the consumer. In conclusion, the construction industry is always going to be very badly hit during a recession, due to the nature of the market it operates within.

This will mean there will be no end to the cyclical unemployment problems we can see currently. Large organisations though do not suffer as much as the smaller firms as can be seen from the two examples which I have included, due to the fact that larger firms have the ability to spread risks and have financial assets beyond that of any small firm. There are however ways that smaller firms can avoid going bankrupt. These include replacing fixed with variable costs (in terms of employment), investing in labour saving equipment, destocking, adopting pricing policies, and diversifying sales, all of which could have helped the self employed constructor or any other firm stay afloat. HOW LONG HAVE YOU WORKED IN THE BUILDING INDUSTRY WHAT IS YOUR CURRENT JOB TITLE WERE ANY OF THE COMPANIES YOU WORKED FOR AFFECTED BY RECESSION WHEN WAS IT THAT THE COMPANY WAS AFFECTED BY RECESSION HOW DID THEY RESPOND TO THE RECESSION IN TERMS OF COMPANY DECISIONS i.e. DID YOU MAKE ANY EMPLOYEES REDUNDANT HOW WAS THE COMPANY AFFECTED BY BOOM PERIODS AND WHEN WERE THESE BOOM PERIOD SNb. I wonder if it could be possible if you could help me by attaining some accounts of your current company for both a boom and slump period.

Your help would be greatly appreciated Source Number Source 1 The Sun Newspaper 19/10/00 2 Nuffield Economics And Business- Longman 3 Through The Whirlwind- William Houston 4 Positive Economics Edition 4- Richard G. Linsey 5 Phillip Jones- for interview 1 6 Mr Brown- for interview 2 7 Advanced Economics- Oxford Revision Guides.