Adaptability is often key to survival...

An article appearing today on CFO.com, "Captains of Capex," discusses the success of certain businesses that maintained or even increased capital expenditures in the face of an economic downturn. Among other things, the piece makes a case that having a highly mobile process and product is advantageous to cashing in on new opportunities:

To maintain efficient use of capital and a flexible approach to markets, companies investing in capital equipment are attempting to make sure that equipment is as light and portable as possible. The idea is to be able to quickly shift manufacturing to adapt to new markets. "If you walked into any of our production facilities on day one and you went back there in a year, it would be different," says (CFO Bob) George of Esterline. "We're continually looking at ways to improve how we move our product
through."

Similarly, Shaw Group has just built a facility in Lake Charles, Louisiana, that will use modular techniques in constructing nuclear-power plants. Rather than building a plant entirely on site, the company will assemble large sections in the factory and ship them to the construction site to be put together. "It's cheaper, more efficient, and safer doing these things in the plant," said (Shaw CFO Brian) Ferraioli, noting that the company has spent $100 million on the plant.

The ability to adapt to changing conditions is one of the greatest features a supplier can have. Innovative thinking, a willingness to change point of view in the face of external forces and a commitment to delivering services more efficiently will always keep you one step ahead of the competition. Sometimes the solution you've got isn't quite the solution your prospects need. When times are difficult and the number of businesses willing to make a major investment might be dwindling, the person who can best reconcile their operations with the needs of their prospect will find themself a survivor.