Cash is the true sign of the health of a business.
When whole industries ground to a halt last year, survival depended on how long companies could survive on the money they had stashed away. It is crucial to have enough money to survive at least three months with no income, but six to 12 months would be better. This goal should be prioritized and tracked quarterly, along with sales and profits.

Prepare For The Next Disaster: Ample Liquid Savings

It is crucial to building an arsenal of high-revenue products and services that require the lightest lifts. Times of crisis require the ability to stay light, lean, and agile.
This is not the time for your complex, labour-intensive pet projects. When disasters hit, if sources of income are light on costs, one has to be as lean as possible.

Prepare For The Next Disaster: Launch low-work, high-income products and services.

In a downturn, most owners follow their immediate instincts and dramatically cut costs in an attempt to outrun any revenue shortfall. Unfortunately, these moves leave them entirely unable to respond to the inevitable rebound.
Clients should avoid gutting their payrolls and other costs, because a bare-bones staff is unable to sufficiently serve customers, let alone help the business grow. Instead, companies should focus on winning more market share when business resumes.

Prepare For The Next Disaster: Plan a staff retention plan

It’s much easier for employees to weather emergency pay cuts if you’ve set them up to be financially stable. Small-business owners need to prepare thorough financial well-being programs.
If you don’t have a plan in place that helps take care of your employees and their financial anxiety, you’re not going to be able to perform well as a company.

Prepare For The Next Disaster: Plan financial security for employees

Companies should be looking to maximize flexibility so they can more quickly respond to changing conditions.
Suggestions: Reviewing of financial and workforce agreements and exploring options that would increase flexibility, such as establishing lines of credit with banks, renegotiating payment terms with vendors, considering a flexible workspace rental, and rethinking fixed labor contracts.

Prepare For The Next Disaster: Get out of fixed contracts

In a disaster, a strong online presence can help a business develop new sources of income. “Focus on the online ‘buying journey,’” says Mark Verwoert, founder of digital marketing company Mark’d Agency in the Netherlands. 
Even if consumers continue to frequent brick-and-mortar stores, “90% of all customers will research your product online.”

Prepare For The Next Disaster: Plan financial security for employees

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