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	<title>Comments on: Cost Management During Recession</title>
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	<link>http://smebusinesssolutions.co.in/2009/04/25/business-finance/cost-management-during-recession/</link>
	<description>Down To Earth Solutions To Your Business Problems</description>
	<lastBuildDate>Wed, 28 Apr 2010 14:05:44 -0600</lastBuildDate>
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		<title>By: Brandon	Scott</title>
		<link>http://smebusinesssolutions.co.in/2009/04/25/business-finance/cost-management-during-recession/comment-page-1/#comment-124</link>
		<dc:creator>Brandon	Scott</dc:creator>
		<pubDate>Wed, 28 Apr 2010 14:05:44 +0000</pubDate>
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		<description>Our home business was really affected by the Economic recession, we have to cut jobs just to cover up our losses. fortunately, we have already recovered.     -</description>
		<content:encoded><![CDATA[<p>Our home business was really affected by the Economic recession, we have to cut jobs just to cover up our losses. fortunately, we have already recovered.     -</p>
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		<title>By: Ramesh</title>
		<link>http://smebusinesssolutions.co.in/2009/04/25/business-finance/cost-management-during-recession/comment-page-1/#comment-80</link>
		<dc:creator>Ramesh</dc:creator>
		<pubDate>Sat, 25 Apr 2009 23:43:43 +0000</pubDate>
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		<description>Nice post Ujjal. Very often the best time to manage costs is when the times are good - for the pain is less. Your conceptual approach is a very good guide to &quot;managing&quot; costs rather than simply &quot;cutting&quot; them.

I suggest another angle. Very often cost creeps on an organisation. At some point an &quot;investment analysis&quot; is made and a cost is incurred. It then becomes recurring and keeps on being incurred even though the underlying reasons might have changed completely.  Focusing on &quot;hidden costs&quot; has given a lot of value in my experience.</description>
		<content:encoded><![CDATA[<p>Nice post Ujjal. Very often the best time to manage costs is when the times are good &#8211; for the pain is less. Your conceptual approach is a very good guide to &#8220;managing&#8221; costs rather than simply &#8220;cutting&#8221; them.</p>
<p>I suggest another angle. Very often cost creeps on an organisation. At some point an &#8220;investment analysis&#8221; is made and a cost is incurred. It then becomes recurring and keeps on being incurred even though the underlying reasons might have changed completely.  Focusing on &#8220;hidden costs&#8221; has given a lot of value in my experience.</p>
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