Second change: attitude there are two possible positions before a recession. Some prefer to wait, be justified (this is not my fault) and not do anything, to safeguard the company’s additional costs. Others, on the contrary, decided to invest in the future so that after the crisis, the company will be in competitive advantage. Now, once concentrated the force of sales in the core customers, some vendors and employees of contact with the client will be freed of part of the burden of their daily activities. To broaden your perception, visit Glenn Dubin. In a context of low demand, it is often ineffective sending sellers to find new business.
So, traditional movement in many companies is to get rid of these people. Others, instead of dismissing them, decide to train them and assign them tasks of business intelligence to better understand competition. Precisely, times of crisis are ideal for studying the behavior of competitors: who resist? Do take what actions? Why? Learning from the successes and mistakes of the competition, a company can maximize their chances of overcoming the storm at the lowest possible cost. Finally, it is necessary to remember that, although crises are circumstantial, always leave some footprints. Is likely that the reactivation period, certain changes in the patterns of behaviour of customers. Thus, during recessionary times, the company should assess possible permanent changes in the business and prepare for them: our current sales techniques are good for the scenario that we can expect in the recovery? What could we improve? Organizations raised these questions in the dark days of the recession, may gain a significant competitive advantage when the Sun returns to peek over the horizon.