Recorded December 6 & 8, 2011
Presented by Robin Lovell, Husky Injection Molding Systems
Putting focus on your long-term investment strategy, rather than short-term capital savings will deliver a greater return and a more valuable and healthy business. To succeed in a highly competitive global market, injection molders must invest for the long term and focus on delivering the highest quality product, at the lowest cost, on time.
This recorded webinar demonstrates how making short-term investment decisions based purely on price can undermine the success of your business in the long run. We’ll show how molders who focus on smart, long-term investments that reduce part costs and energy requirements while increasing operational efficiencies, will ultimately increase the value of their business and thrive in a competitive marketplace.
So we want to talk about the importance of a valuable business. Everybody wants a valuable business, but I’m talking about it from a perspective of actually putting a value or a number on the business. There are three main advantages to having a “valuable business” and that’s the ability to access cash for the future. The more value your company has, the easier or more readily available cash will be to you. You usually easily get cash from financial institutions, investors, or potentially even more future shareholders as well.
Obviously, a more valuable business will create greater long term return for the investors. Now, what I’m talking about (I use the word value) with a long term values as opposed to near-term profitability. There’s a big difference between those two and we’ll touch on those a little bit more as we go through the presentation.
One of the things that’s considerably overlooked but very important is if you have a business with a measurable value and you can demonstrate confidence and the ability to maintain that value of a long period of time but you generate greater freedom from your shareholders. That’s something even we practice as an enterprise as well. We want to make sure that we manage our shareholders’ money in a very responsible way and that gives you greater freedom to really satisfy your customers and (to like) your customers in the long run and have a more fun time with your business frankly.
Now, to do this, there’s a few things that are very common sense and as we go through the presentation, I’ll be upfront, many of the things we’ll talk about are very obvious but it’s amazing how we all do this and get caught up in the day to day stresses of dealing with late shipments or quality issues or cost overruns on a specific project and you tend to lose sight of the long term plan. It’s essential that every business regardless of how big it is has a planâ€”a two-year, three-year, five-year plan. It all depends on the type of business you’re in. It doesn’t necessarily need to have finite details but it needs to be on paper and it needs to be something that you review on a regular basis and you use it as a guiding principle for the decisions you make. That really helps you call you out of making knee-jerk reactions that might be good in the near term but not for the long term.
The elements we’re going to talk to in the following slides in the presentation will really help to build up the numbers to your business plan.
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