Sharpbender: Difference between revisions
From MediaWiki
Jump to navigationJump to search
No edit summary |
|||
| (3 intermediate revisions by the same user not shown) | |||
| Line 1: | Line 1: | ||
==Type of Turnaround Strategy== | ==Type of Turnaround Strategy== | ||
Companies experiencing recovery exhibit four types of '''Sharpbender''' | Definition: ''an organization that has been underperforming its competitors but suddenly becomes more successful, often as a result of new management or changes in its business strategy'' | ||
Companies experiencing recovery exhibit four types of '''Sharpbender''' | |||
*1. Early Recovery - Firm anticipates decline and never reaches minimum level of performance (MLP) | *1. Early Recovery - Firm anticipates decline and never reaches minimum level of performance (MLP) | ||
*2. Intermediate - Takes action to recover to MLP but only tackles symptoms and not causes and declines again '''M&S''' 2000's | *2. Intermediate - Takes action to recover to MLP but only tackles symptoms and not causes and declines again '''M&S''' 2000's | ||
| Line 15: | Line 17: | ||
* See Also [[Turnaround Strategies]] | * See Also [[Turnaround Strategies]] | ||
* See Also [[Five Generic Strategies of Recovery]] | * See Also [[Five Generic Strategies of Recovery]] | ||
* See Also [[Sequential Entry Strategies]] | |||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Latest revision as of 12:48, 16 December 2012
Type of Turnaround Strategy
Definition: an organization that has been underperforming its competitors but suddenly becomes more successful, often as a result of new management or changes in its business strategy
Companies experiencing recovery exhibit four types of Sharpbender
- 1. Early Recovery - Firm anticipates decline and never reaches minimum level of performance (MLP)
- 2. Intermediate - Takes action to recover to MLP but only tackles symptoms and not causes and declines again M&S 2000's
- 3. Firm C reacts late and is on brink of disaster - takes drastic action and sustained recovery is achieved - IBM / Apple
- 4. Firm D - never perceives threat of extinction and fails. BCCI
Reasons for decline include
- 1. Poor management
- 2. Inadequate financial controls- WorldCom
- 3. New Competition - IBM
- 4. Structural changes in the market - Blockbuster
- 5. Over expanasion - Marconi
- See Also Turnaround Strategies
- See Also Five Generic Strategies of Recovery
- See Also Sequential Entry Strategies
