太多的建筑组织成为其开销，一般和行政费用的奴隶。开销的增加通常等于增加的能力，并且在生长期间是常见和适当的。

不幸的是，这些费用比摆脱要容易得多，在周期性的市场中，它们成为负担并造成损失。既然我们拥有如此薄弱且缓慢发展的业务发展尤其如此。

在衰落的建筑市场中，一个共同的反应是在不熟悉的市场（新的地理区域和项目类型）中寻找工作，以逐步建立组织。18luck官网这种组合通常会削减利润或导致损失。市场下降显然给建筑组织带来了风险，但是从事陌生市场的交易只是放大了风险。通过承担更多风险来打击风险是危险的。

Think about how missing just a few consecutive ideal projects, which can happen even in a growth market, plus delayed project starts, can weaken your finances. Contractors are often tempted to look in other markets to maintain volume rather than cut overhead. Some have said they were forced into unfamiliar territory, when the reality is they never considered reducing volume (and capacity) to adapt to market realities.

Schleifer

A far superior and much less risky strategy is to chase and produce work within the organization's proven track record. When that type and location of work declines for any reason, reduce overhead in order to maintain continuous profitability. In this way you can manage your risk to achieve success rather than react to changes.

I fully realize this is a huge paradigm shift from the often-heard standards: "If you're not growing you're going backwards" or "I have got to keep my organization together for when the market comes back."

我的回答是,“代价是什么呢?”最近sustained, lengthy and painful down market has shed light on the reality that excess overhead costs have weakened numerous construction companies, which does little to prepare the company for when the market returns. The current weak recovery is just making it worse.

The answer to this problem is a new strategy I call "flexible overhead." Some companies already use it although not necessarily under that name. These are firms that are smaller (in some cases a lot smaller) than they were four or five years ago, but have remained profitable. They obviously do not earn as much money as when they were larger, but they do not give any back either. There is a much larger group of firms that have lost money.

我提出的东西几乎不像裁员那样痛苦。在我的灵活开销概念下，承包商应以一定的方式参与整个间接费用的百分比，并在一周或更短的时间内停止支出，在某些情况下，一天会在一天之内。18luck.cub它们不是被视为永久支出，而是作为租金，临时人员，临时办公空间等。百分比范围差于25％，因为每个组织都不同。