Cutting Costs Without Drawing Blood  

Oleh:

Copeland, Thomas E.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review vol. 78 no. 5 (2000), page 155-166.
Topik: cost; accounting & control; budgeting; capital budgeting; capital expenditures; capital investments; layoffs

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.15 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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When looking for ways to cut costs, most managers reach for the head - count hatchet, and the markets usually roar with approval. But a company can almost always create far more sustainable value by rigorously evaluating the small - ticket capital items that often get rubber - stamped. Drawing on his experience as a consultant and providing numerous anecdotes, the author contends that those "little" requests often prove to be gold plated or unnecessary. A disciplined evaluation involves asking only eight questions and conducting postmortems - regular audits of units' capital spending. But the payoff is enormous. Because cutting the capital budget increases cash flow, the author argues that a permanent cut of just 15 % in the planned level of capital spending could boost some companies' market capitalization by as much as 30 %.

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