Business crisis review in Dubai: from problem to action plan

When a business needs a review

Possible signals include cash shortages despite stable revenue, fewer repeat purchases or recurring delivery failures. Describe the observed problem: what changed, when and by how much. 'Marketing does not work' is a hypothesis; monthly paid-order counts are evidence that can be examined.

Prepare the numbers

Collect sales, refunds, discounts, direct costs and fixed expenses for comparable periods. Show account balances, expected receipts and obligations separately. Profit and available cash are different measures. Mark gaps in incomplete records openly; otherwise apparently precise conclusions will rest on unreliable information.

Trace the customer journey

Follow an enquiry from advertising or referral through payment and repeat purchase. Check response time, proposal quality, reasons for rejection and fulfilment of promises. Reviewing real conversations can reveal losses. More enquiries will not solve unanswered messages or an offer the customer cannot understand.

Review near-term obligations

Arrange expected receipts and payments by week, recording amount, date, responsible person and certainty. This helps locate a potential cash shortage. Changes to contractual payments need agreement with counterparties; an operational review does not replace legal or tax advice on specific obligations.

Choose three actions rather than twenty

Prioritise problems that affect results and have a testable next action. Examples include following up unanswered proposals, reconciling customer balances or fixing a recurring fulfilment error. Give each task an owner, deadline and measure. Changing prices, advertising channels and the entire team simultaneously makes the effect difficult to assess.

What to discuss with Svetlana Tataurova

Prepare the business description, main question, summary figures and current constraints. An initial discussion needs anonymised information rather than passwords or banking access. Agree on scope and the intended working output: causes, priorities or a support plan. Performance improvements depend on the starting situation and implementation.

Frequently asked questions