Great question. You might be wondering "Why minimize cash spending specifically? Isn't that basically the same as minimizing costs?"
Not always, and this distinction matters (especially during a liquidity crisis).
Some costs don't drain cash immediately. Think of machinery or equipment: it shows up as a cost through amortization, spread over years, but the cash may have already left long ago. Similarly, some costs are billed once at year-end, or are fixed commitments you simply can't cancel mid-crisis, so even if you wanted to stop them, you couldn't free up cash in the short term.
What we actually care about here are the costs that drain cash right now. Three basic examples:
- Raw materials: if you run a truck delivery company and you can't pay for fuel, operations stop today
- Salaries: whether you own a restaurant or a factory, payroll keeps running regardless of revenue
- Labor-intensive Services: your corporate canteen, external workers, office cleaning services, etc follow a similar pattern
These are the levers. That's where the focus goes.
P.S. One thing worth noting: this level of nuance (distinguishing between cash outflows and accounting costs) is frankly quite advanced for an entry-level role like a McKinsey BA. You'd more typically hear it from an Associate or Experienced Hire. But if you can bring this distinction into an interview naturally, it signals serious business maturity!