It will have to act quickly but with caution

This is the crisis, so much the better. For who wants to take market share and widen the gap with its competitors, apart from the innovations of rupture, there is no better opportunity. In all sectors, the top 10 move twice as fast in a period of slowdown in growth period. And these changes are without appeal: only 8 of the détrônées companies are returning to classification later. There are therefore appropriateness and urgency to properly negotiate the crisis. The last, that of 2001, had brought us his lot of spectacular successes. Newly created or almost unknown companies have become in few years undeniable success. The example of LDCom (now Neuf Cegetel) is part of the more eloquent. Initially specializing in professional networks, this society took advantage of the explosion of the Internet bubble to digest 10 prey within two years, at a time where most investors wanted to opt out. It so brilliantly negotiated its entry in the distribution of retail, to become the first alternative operator on the market of individuals. Resist the temptation to make tactical responses and "cut in mass" can be highly paid.

The coming downturn will bring, he also, lot of opportunities. Indeed, it will create differences between companies and between sectors, it will be critical to properly decrypt. Some sectors of activity, such as energy, will remain in strong growth at least in the short term. It is the same for certain geographical areas, such as China, whose growth will continue at a high level. It will have to act quickly, but with caution. To do this, we have identified three priority issues. To win this round, the first priority is to change the competitive environment through investments and acquisitions. The timing is crucial, it must be the first, but whether wait cycle bottom. By an upstream investment strategy, BG Group, specialist in the non-existent liquefied natural gas in 1999, became number three global market, in Total, Exxon... In the end of the 1990s, aluminum has experienced a lower cycle: acquisitions that followed were completely restructured the sector.

In the coming months, well conducted acquisitions may similarly lasting changer. Some societies, overexposed in the markets affected first by the slowdown in (the United States for example), will become vulnerable. At the same time, the treasures of war are important: most companies have benefited in recent years to improve their balance sheets, healthier today than in 2001. Debt to equity ratio increased from 80 to 50 between 2000 and 2006. This is true for all large international groups, including the French. Go the distance without lose steam the second priority , to adapt its business model. The aim was to give a financial margin of manoeuvre and gain share of market through organic growth. It is time to adapt its offer and its prices to the new needs to be used, partnerships and secure client important relationships, selectively tighten costs and the management of cash. The crisis is the ideal time to put the company under tension. It is the ally of the change, the exogenous shock which may prove beneficial. It may also be relevant to "variabiliser" costs, as did Accor. In 2005, the hotel has transformed its fixed real costs in rent proportional to sales, freeing up cash to expand its activity.

Course, all this cannot operate without membership employees, shareholders and partners of the undertaking that must be mobilized. It is the third priority; It passes through the communication of a vision and a clear ambition, exceeding the time horizon of the crisis. Once the cap is set, the leaders can exercise their leadership to motivate teams, leave a margin of manoeuvre to field to free energies and demobilise the best potential in most vulnerable employers. War of talent required, human resources will no longer be a simple adjustment of the cost factor, but an ally to his side. It is in times of storm that we recognize the great captains.