Feasibility Analyses
An analysis about whether to expand onsite or elsewhere is wrought with the same concerns as any other corporate relocation decision—and even more so.
First of all, there’s the issue of confidentiality.
Premature disclosure of your company’s deliberations can draw untimely external attention, placing undue pressures on your relocation team that can distort the process and negatively affect their objectivity.
As well, rumors of possible relocation can have devastating effects on employee morale, community relations, public opinion, your external brand—and even political ramifications.
Thus, the advisability of conducting a stay/go analysis using internal staff and resources can be ill advised at best—and downright perilous at worst.
Should you stay or should you go?
There are numerous cost/benefit comparisons that must be considered in a comprehensive feasibility analysis. And each of these—although complicated enough within themselves—also need to be weighed against one another in order to build a strong business case for expanding either onsite or in a new location. For example:
- Favorable labor markets elsewhere needs to be evaluated against the desirability of retaining existing staff.
- Predicted operating-cost savings elsewhere need to be evaluated against severing longstanding community ties.
- Relocation effects on corporate culture must be considered relative to your company’s ability to tolerate disruption.
- Proximity to employees, suppliers, customers, and networks elsewhere must be analyzed relative to the same at your present location.
Ady International Company is unique in that any feasibility analysis we undertake for you is personally led by our president Robert M. Ady, a stay/go consulting expert who has identified more prime locations for corporations in the U.S. than any other individual.
Learn more about Ady International Company Feasibility Analyses.