McKinsey analysis of sector timing in recession

McKinsey did an interesting analysis of which sectors either lead or lagged in both the decline and eventual recovery from a recession.

As you might imagine (especially with this current recession) the speed that companies declined going in was much faster than they experienced coming out during the recovery.

The report notes that history suggests some possible indicators of the beginning of a recovery. “In three of the four most recent recessions, higher consumer discretionary and IT spending led the way. When real EBITA growth resumes in these sectors, it may be a useful indication that the economy is turning around.” We will keep an eye on these sectors!

Thriving in tough times

In these times there are opportunities to grow your business. The advantage is that you have to be able to see them without falling prey to the negative attitude which seems to dominate the media right now.

Andrew Long of Critical Pathfinders is introducing a workshop to do just that: its called “Leveraging the Power of Crisis” and will be led by noted author Gina Mollicone-Long. Gina notes,”

“People are constantly telling me that they are worried about 2009.  I’m here to tell them that more millionaires are created in times of recession than during high times.  The companies and leaders that stand out this year will be those who step up and change their mindset,” she adds.

This is crucial to keep in mind. As I have said before in numerous posts, there is a shift going on in the economy and those companies that can see beyond the current turmoil to identify trends and opportunities will be those that succeed!

You can get more information about the sessions here.

Economic stimulus packages might not work out as planned

With the rush to pass the stimulus packages in various countries, politicians are repeatedly stressing the seriousness of the recession to spur various levels of government into action.
The problem with this is that the more politicians use adjectives like grim and unprecedented and draw comparisons to the great depression the less consumers spend and the worse consumer sentiment gets. This affects how business thinks about investing how consumers shop for goods and ripples up through the economy to prolong and perhaps accelerate the situation.
So in order to push through stimulus packages to fix the economy they may actually be hurting it in the long-run. This is most evident in the consumer sentiment index, which, although marginally higher in January still reflects consumers ongoing fear about the direction of the economy. Consumers now,

” anticipate the deepest and longest recession in the post-World War II era, but consumers do not expect the economy to sink into a 1930s-style depression…”

But in the face of unsettling jobs numbers, consumers are still unsure of the direction of the economy and are looking for direction that there is hope on the horizon. That hope may come in the form of a stimulus package, but we must still keep in mind that comparisons of these current conditions with the Great Depression will not help to spur confidence that government spending will help the situation.

In an analysis of Friday’s jobs report Globe reporter Barrie McKenna cites a University of Michigan professor that notes even though the job losses are large, they more accurately compare with the early 90s recession, not even the recession of the 80s. The reason says Mark Perry is that even though the raw numbers appear unprecedented, in the 1980s there were only about 93 million Americans working in the labor force versus approximately 154 million today. So on a percentage basis there is a distinct difference and a real danger of using raw numbers out of context for other purposes.

What all this comes down to is that as Professor Perry states:

“We’re talking ourselves into a more severe recession than this really is,” he said. “A lot of this is psychological, and that plays into consumer spending.”

But with the pace of job cuts accelerating, market watchers expect that next month’s jobs report will be even worse. One final thing to keep in mind is that these stats tend to be trailing indicators of how the economy was doing. That being said, any commentary on these upcoming numbers has to be framed judiciously so as not to choke off consumers and businesses willingness to spend.

Business Innovation in a recession drives profit

As we become more entrenched in recession, many companies are thinking that any spending is risky to the health of their companies and are battening down the hatches to cut expenses wherever they can. However, this behavior may actually be contributing to a long-term decline in competitiveness in their industries compared to companies that actually spend strategically during a recession on Innovation to accelerate growth.

An article by McKinsey suggests that companies that invest during a recession actually do significantly better than their peers who choose to cut back. They studied about 1,000 mainly US  corporations from 1982-1999 and identified attributes that industry leaders (top quartile performers) or challengers (those that moved into the top quartile) possessed. Including a contrarian approach to M&A (top performers actually increased M&A during periods of uncertainty), they had quite a different strategy when it came to spending.

Successful challengers actually spent significantly more cash than their more conservative peers during a recession. But what is most striking is their approach to expense spending: with greater focus, these challengers spent more on selling, general and administrative (SG&A) than those competitors that lost market share. In addition, relative to their competitors these successful companies more than doubled their spending on R&D during the recession.

The reward for this approach showed as market conditions improved after the recession as the successful companies’ market-to-book ratios were 25% higher than their unsuccessful competitors.

As part of responsibly managing a company, leaders have to look beyond current conditions
and see that a careful scrutiny of expenses is necessary to assess if all parts of the organization are moving in the right direction. But leaders have to be sure that they are not taking on more risk by failing to invest in the right areas now, to pay benefits later.