|
Too long, and not needed now
10 year plans are useless. You can have a statement about what kind of company you will be in the future, and a 5 year plan - but you have to be continually rethinking and revising the 5 year plan.
Anyway, even in a down US economy 2008-2012, revenue increased 31%. That's enough growth (from a profitable 2008) that things should be in pretty good shape. Not great, but pretty good.
The problem is, COGS is up 38% over the same period, and SG&A is up 40% over the same period. The result is the company is heading for trouble.
CEOs can (and do) give all sorts of rationalizations for this kind of result, but basically it means that upper management hasen't managed the cost side of the business based on the reality of current revenue.
So the first thing to be done is to get a new CEO, one that institutes internal cost discipline, and drives down COGS relative to revenue - doing whatever is needed to make that happen. If that can't be done, no plan will matter.
|