Introduction | p. 1 |
Whose cost is it anyway? | p. 9 |
The nature of cost | p. 9 |
The components of cost | p. 11 |
Fixed costs | p. 11 |
Variable costs | p. 12 |
Semi-variable costs | p. 12 |
The dynamic behaviour of costs | p. 13 |
The costs to be cut | p. 14 |
Using the ROI framework for reviewing costs | p. 16 |
Three more facts about costs | p. 17 |
Cost leadership is a desirable strategic goal in itself | p. 18 |
Cost leadership is not the same as low price (or even low quality) | p. 18 |
Low costs are not a lucky accident | p. 19 |
The experience (or learning) curve | p. 21 |
Pareto's 80/20 rule | p. 22 |
Cost-cutting assignment 1 | p. 24 |
Kill Bill I: reduce capital expenditure | p. 26 |
Cut cash costs, not depreciation costs | p. 26 |
Depreciation distorts spending plans | p. 28 |
Sizing up space needs | p. 29 |
Work out what space you need and where you need it | p. 30 |
Rent out spare space (and other services) | p. 31 |
Hot desking and teleworking | p. 32 |
Running the business from home | p. 34 |
Equipment efficiencies | p. 35 |
Production methods | p. 35 |
Getting equipped for less | p. 37 |
Comparing prices | p. 38 |
Bartering online | p. 39 |
Hi-tech for less | p. 39 |
Outsourcing | p. 43 |
Sunk costs | p. 45 |
That sinking feeling | p. 46 |
The make-or-buy decision | p. 47 |
Taking the long view | p. 47 |
Tracking capital costs | p. 48 |
Cost-cutting assignment 2 | p. 50 |
Kill Bill II: make working capital work | p. 52 |
The working-capital cycle | p. 54 |
Keeping stock costs down | p. 56 |
Economic order quantity | p. 56 |
Getting paid and paid faster | p. 58 |
Chasing debtors | p. 59 |
Credit cards | p. 60 |
Resorting to law | p. 61 |
Taking credit | p. 62 |
Negotiate supplier discounts | p. 62 |
Ask for stock on consignment | p. 63 |
Cash and overdrafts | p. 65 |
Keeping on top of working-capital costs | p. 65 |
Current ratio | p. 66 |
Quick ratio (acid test) | p. 66 |
Average collection period | p. 67 |
Average payment period | p. 67 |
Days' stock held | p. 67 |
Circulation of working capital | p. 68 |
Cost-cutting assignment 3 | p. 68 |
Max up margins | p. 69 |
Introduce profit (ie less cost) motivation | p. 72 |
Link rewards to margins | p. 73 |
The dangers of rewarding sales | p. 73 |
Avoiding the overtime trap | p. 74 |
Motivate without money | p. 75 |
Review your products and services | p. 76 |
Costing to eliminate unprofitable products and services | p. 77 |
Strip out unnecessary product cost | p. 78 |
Don't rush into discounts | p. 79 |
Sell to the right market segment | p. 80 |
Materials and their usage | p. 82 |
Review suppliers | p. 82 |
Use fewer suppliers, ones who need your business | p. 83 |
Find lower-cost substitute materials | p. 84 |
Buy in bulk or online | p. 85 |
Negotiate better prices | p. 86 |
Strip out waste | p. 88 |
Eliminate theft and fraud | p. 89 |
Cost-cutting assignment 4 | p. 90 |
Trim overheads | p. 91 |
Saving on sales and marketing | p. 92 |
Advertising on a shoestring: how to get seen more for less | p. 93 |
Measuring results | p. 94 |
Choosing the media | p. 94 |
The internet: the CCCO's best ally | p. 95 |
Public relations: advertising for free | p. 96 |
Selling more for less | p. 97 |
Internet: the universal cost cutter | p. 99 |
Low-cost selling online | p. 100 |
Other internet cost reducers | p. 101 |
Saving on website design | p. 102 |
Thrifty visibility | p. 104 |
The best of the rest: motoring and travel expenses | p. 107 |
Vehicle costs | p. 107 |
Travel on a budget | p. 108 |
Utilities and telecommunications | p. 109 |
Wages and salaries | p. 110 |
Go paperless | p. 113 |
Cost-cutting assignment 5 | p. 114 |
Minimize finance and tax costs | p. 115 |
Interest and finance costs | p. 116 |
Free money | p. 116 |
Gaining grants | p. 116 |
Winning competitions | p. 117 |
Cashless cash: using a local exchange trading scheme | p. 118 |
Borrow from family and friends | p. 118 |
Get better terms from banks | p. 120 |
Negotiating with bankers | p. 121 |
Finding a business banker | p. 122 |
Putting spare cash to work | p. 122 |
Reduce the tax take | p. 123 |
Keeping more profit | p. 123 |
Value-added tax and sales tax | p. 124 |
Walking the thin red line | p. 125 |
Accountancy and audit | p. 126 |
Cost-cutting assignment 6 | p. 127 |
Cutting costs in a crisis | p. 128 |
Slashing the wages bill | p. 129 |
Cull headcount | p. 129 |
Freeze hiring | p. 130 |
Lower the wage bill | p. 131 |
Unfair dismissal | p. 133 |
Make asset savings | p. 133 |
Reduce financing and tax costs | p. 135 |
Cut and run | p. 138 |
Falling foul of the authorities | p. 141 |
Cost-cutting assignment 7 | p. 142 |
Staying lean and mean | p. 143 |
Budget for cuts | p. 143 |
Forecasting | p. 144 |
Cost-budget principles | p. 145 |
Demonstrated best practice (benchmarking) | p. 146 |
Variance analysis | p. 147 |
Flexing the budget | p. 148 |
Seasonality and trends | p. 149 |
Zero-base budgets | p. 150 |
Set cost-cutting priorities | p. 150 |
Making cost cuts happen | p. 152 |
Managing the cost-cutting process | p. 152 |
Cost-cutting assignment 8 | p. 160 |
Index | p. 161 |
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