Presented By :  Albey Mathew  Chinmay Angchekar  Fiona Bhayani  Khushbu Rajpuria  Neha Kalloli  Pooja Bhadkamkar  Varun Goel

11BSP 11BSP 11BSP1370 11BSP 11BSP1420

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Higher Cost of Wages & Materials. Decreased demand that can be the result of temporary demand dips (Ex: Loss of Govt. Control or Recession in general) Strikes of Employees Increased Competitive Pressures Management Problems Decreasing Market Shares Decreasing Consistent Rupee Sale Decreasing Profitability. Increasing dependence of Debt

       Failure to Re-invest in the Business Diversification at the expense of the core business Lack of proper planning Inflexible Chief Executive Management Succession Problems Unquestioning Board of Directors A management team unwilling to learn from its B.D .O.

D : No proper powers vested Other Managerial Shortcomings : Most Managers manage to sneak into organizations either through inheritance or other backdoor entries. Ineffective B.      Industrial Financial Control : No adequate control and information about the firms cash inflows and outflows. Ineffective Management : One Man Rule : All powers are vested in the CEO Combined Chairman & Chief Executive : Not only weakens the process of Execution but also effective monitoring and control system. .O.

Unfavourable Govt.      Competition : Accepted as a basic parameter in the light of Globalization and liberalization High Cost Structures : Company’s liabilities to take advantages of economies of scale of Production. Absolute Cost Disadvantage due to ineffective control of strategic variables Under utilization of capacity owing to the lack of demand or ill-maintainance of P&M. Policies .

The product should be made presentable and attractive.        Changes in Demand and Supply : Shift of Consumer Preference Other Innovations Lack Of Marketing Effort : To keep up the tempo for the sale for the Product. Big Profits and Acquisitions : Undertaking acquisitions or big projects without Resources or expertise to manage. Irrational Financial Policy : High Debt Equity Ratio Inappropriate Cash Management .

 Over Trading : Overtrading is that situation in which the firm’s sale grows faster than it’s capacity to finance from internal sources and borrowings which results in obtainment of finance at a very high cost. .

 Perpetual changes  Attitudinal changes  Human Change  Leadership Change  Outside Intervention .The process of turning a sick Unit into a viable or a Profitable Organization.

.Tightening of Control  Waste Reduction & Elimination  Cost Cutting  Changes in the Product Mix and Customer Mix.  Fresh Deployment of Resources to meet new commitments of the Organization.


Competitive Weakness Big Project Acquisitions.      Poor Management Inadequate Financial Control High Cost Structure Lack of Marketing Effort. .

Product Market Improved Marketing Product market. asset reduction growth via acquisition. . New management. improved marketing.       New Management & Organizational Changes & Decentralization. cost reduction. Asset Reduction Asset reduction . new financial strategy. Improved Financial Control Decentralization Cost production .

Hofer Strategic Turnaround Operating Turnaround Options in Strategic Turnaround Entering New Business Competing in a new way .

OPERATING TURNAROUND STRATEGIES Revenue Increasing & Cost Cutting Strategy Asset Reduction Strategy Combination Strategy .

This may be possibly through i) Price reduction through increased sale ii)Stimulating Product demand through promotional efforts iii) Reducing the quality of the product.     For sick unit operating much below the break-even point firm may reduce its average cost by reducing its fixed cost. Increased sale will improve the revenue earning position of the firm by reducing the cost of production. Fixed Cost may be reduced if the organisation takes a decision to sell a part of it’s asset holding. If the firm is operating “substantially” but not extremely below the break-even point. the approximate strategy will be one which generates extra revenues. .

the firm will immediately switch over to the zone of generating profit. . then the combination strategy will be suitable. it should follow the cost cutting strategy. Strategies ought to be selected in relation to the causes of sickness. By reducing the cost of production.    If the firm is operating at a level slightly below the break even point. When the firm is operating at a break even level. New strategy may require a change in the management and organizational processes which may result in a new set of financial control. Under Combination strategy all the 3 strategies identified earlier i.e i)Asset reduction ii) Cost Reduction & iii) Revenue generating strategies have to be pursued simultaneously.


.  R-Extinction : It suggests the decline in the firm is due to the reduction in resources within the firm. Two theoretical perspectivesK-Extinction : It suggests that macro or external factors are responsible for decline.Stage I – DECLINE  Decline starts from firm Equilibrium and reaches a nadir.

Vertical Integration. It is used when the decline is due to efficiency. like diversification. Operating responses focus on the way the firm conducts it’s businesses such as cost cutting.  Categories of responses : Strategic Responses involve changing or adjusting the businesses the firm is currently involved in. It is used when the decline is due to the cultural shift.Response Initiation is the stage where the firm’s performance reaches it’s nadir and the management begins to take corrective actions. etc.  . revenue generation etc.

According to some researchers. “A substantial amount of time has to pass before the results of turnaround strategies show”. structures. At this Stage the firm experiments with different strategies. Ex : Ford took 4 years to introduce it’s successful Sable line in response to it’s declining market share. . on an average. Also a turnaround is undertaken with a definitive purpose.     According to Prof. S. cultures and technologies. Chowdhury. performance improvement takes place after or around 7 years.

the outcome of activities undertaken during the third stage is realized.    At this stage. . The measures used to define the outcome are the same as those that are used to identify the decline at the first stage of the turnaround. The fourth stage involves determining whether a turnaround has been accomplished. Here. turnaround activities continue for a number of years.





But: ~ Too much manufacturing in North America rather than Asia .Strategy: ~ Key R&D resources being squandered on Newton ~ No plan to conquest Microsoft customers • Business Model: ~ Serious distribution issues ~ Losing dominance in education to Dell • Operations Reasonably Decent.

and now at $168 ~ Principal initiatives were award-winning designs and substantially improved Mac operating system • Longer Term Results: ~ Apple has invested in two huge initiatives. Share price from low of $4 in 1997 to $20 in 2000. Apple Turnaround Results • Initial Results: ~ Spectacular. a transforming event for the music industry • Conclusions: ~ Continual innovation--the latest being the iPhone             . both highly successful: – Its own B&M distribution – key to expanding Mac platform sales – The music business.