The Fittest Survive

Outsourcing such functions as public relations and marketing frees McMurray and his staff to "do what we do best. We’re trying to hire more people and outsource more things to get me out there," he says.

Late last year, McMurray-Nette and Co. added a staff member to handle operations, figuring that paying someone to help run the business would be worth it if it allows them to serve clients better.

"We’ve put a lot of trust and a lot of hope in her," says McMurray. "We’ve got to get out and sell."

Hope for the Best, Plan for the Worst
Ask Mike McMurray to consider the worst that could happen to real estate firm McMurray-Nette and Co. in 2008, and his response is immediate: "I can’t think that way. I don’t think that way. I just don’t. I don’t think worst-case scenario."

Two obstacles keep small businesses from planning for the worst: fear of the known and fear of
the unknown, says Suzanne Specht, assistant director of the Small Business Development Center at Florida Gulf Coast University. Owners should consider what would happen if the market changes, if an employee embezzles money or if they lose their No. 1 customer.

Specht offers three proactive strategies to prepare for those potential worst-case scenarios:

1. Look at market changes before downturns. Keep open lines of communication with clients as well as bankers, attorneys and accountants about their outlooks for the future.

2. Consider your employees in terms of worst-case scenarios. Ask yourself who is most important to the business.

3. Plan ways to streamline expenses, while leaving room to market your business through traditional means and the Internet. Customers need to know what products or services you offer, and the benefits and features of your business.