Turnarounds

Article Abstract:

Turnaround managers specialize in helping troubled companies to reorganize and develop solutions to problems. A company typically experiences problems for a number of reasons including: unpredictable external market elements, such as competition, and poor management of internal elements, such as finance or production. Turnaround managers need to be given free reigns of a company so they can react quickly to changes. The general types of turnarounds are: strategic turnarounds; operational turnarounds; and financial turnarounds. The implementation strategies include: revenue generating; market refocusing; and cost cutting.

Competition (Economics), Bankruptcy

---

New industrial service development: scenarios for success and failure

Article Abstract:

The development of new industrial services assures a company of continued growth. These new services can be defined into five major categories. Successful scenarios or situations that firms must consider include customized, expert service, planned pioneering venture and improved service experience. On the other hand, companies must avoid the peripheral, low market potential service and the poorly planned industrialized clone.

Methods, Business planning, Business success

---

Curing sick businesses: changing CEOs in turnaround efforts

Article Abstract:

A prescriptive framework for implementing managerial change under conditions of declining performance is presented. A situation-specific analysis is recommended for decision makers such as board members and corporate executives when determining whether a current chief executive officer (CEO) or a replacement should lead a turnaround effort. Cost considerations are highlighted as essential to justify a CEO change.

Appointments, resignations and dismissals, Chief executive officers

Similar abstracts:

• Abstracts: Newspaper industry. Model portfolios: recent developments
• Abstracts: Alice in Blunderland, or career success and the Alice Principle. The career dynamic
• Abstracts: Valuing tactical and strategic flexibility. Management accounting for the new manufacturing environment. Small firms, advanced manufacturing technology, and flexibility
• Abstracts: Paradox lost? Firm-level evidence on the returns to information systems spending. The effects of setting budget goals and task uncertainty on performance: a theoretical analysis
• Abstracts: Capitalize or expense? Accountants need guidance on software developed for internal use

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.