What are the main characteristics of a Turnaround strategy?
Strategic Change is required when an Organisation´s decline is anticipated. For a Business symptoms of decline are falling profitability, losing market share and deteriorating liquidity. According to Doyle these symptoms can occur because of industry Transformations e.g.new Distribution channels, new Technologies or competitors.
A Turnaround strategy should halt this Erosion and lead to revitalisation.
A Turnaround strategy can be divided into two phases:
Consolidation
The aim of consolidation to set measures to restore profitability and cash flow. These consist of policies to cut costs, increase margins, remove redundant assets and control cash. Consolidation focus on short-term profits.Transformation
Transformation is the understanding how the industry is changing and forming a Vision by which the Business can be revitalised to regain leadership.Such a Vision means deciding where the new market opportunities will be and what new supply Networks and Distribution channels will be best to create and deliver the new value that the Company will provide.Source: Peter Doyle,Philip Stern - Marketing Management and Strategy
Most large turnarounds have several things in common. First, most new CEOs cut staff sharply to reduce costs and exit non-core businesses. Second, most turnarounds begin with a sharpened focus on core skills and products. Troubled companies often move back to their roots. New CEOs in successful turnarounds often come from outside the corporation’s industry. This may be because outsiders can bring a fresh perspective and the very best CEOs can manage companies in many industries.
Examples
1. Apple: nearly failed in the latest 1990´s. Steve Jobs took over in 1997 for a second time. At the latest 1990´s Microsoft with Windows increasingly dominated the market. . To cut costs he Jobs eliminated a number of floundering products. He pushed until apple invented ipod, iphone MacBook.
2. Ebay: The Problem was not if Ebay will survive or not. But People tend to buy things on Amazon.com rather Ebay. John Donahoe, eBay’s chief executive, responded by trying to remake the site into more of an outlet mall for retailers to unload out-of-season Merchandise.
Source: http://fortune.com/2013/02/07/5-tech-turnarounds-that-actually-worked/
3. Yahoo: Terry Semel came to Yahoo from Warner Bros. when Yahoo's ad sales were dropping and company morale was low. Semel shifted the company's focus to distributing media and user-generated content through channels that included Yahoo News, Yahoo Finance and Flickr.Yahoo increased its revenue nearly nine-fold and created $30 billion in shareholder value.
4. Harley Davidson: When Richard Teerlink joined Harley Davidson in 1981 the company had U.S. market share of 15% and had reported a loss of $15 million. The U.S. icon was facing steep competition from Japanese motorcycle manufacturers. Teerlink returned the company's focus to increasing quality, improving service to customers and dealers, and producing world-class heavyweight motorcycles.Harley Davidson recovered its U.S. market share to 50 percent and posted annual sales of more than $1.7 Billion.
http://www.entrepreneur.com/article/225890