Paley Developing a Turnaround Business Plan

Leadership Techniques to Activate Change Strategies, Secure Competitive Advantage, and Preserve Success
Erscheinungsjahr 2015
ISBN: 978-1-4987-0591-2
Verlag: CRC Press
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 262 Seiten

Developing a Turnaround Business Plan is an ideal resource for managers currently facing a competitive crisis as well as those who wish to avert one and must set a turnaround plan in motion before the situation results in irreversible losses.

Whereas the book helps readers develop a sound turnaround plan, the focus of the book is on the actual process that contributes to the development and implementation of that plan. The book details how to identify the root causes that triggered the competitive crisis and how to initiate remedial actions before the turnaround plan begins. After reading this book, you will be able to:

- Develop a flexible and rapid response to competitive counter-moves

- Identify offensive and defensive strategies

- Use competitive intelligence to identify decisive points to concentrate resources

- Pinpoint the types of competitive campaigns that assure a successful turnaround

- Assess the required leadership traits for implementing competitive strategies

Covering 13 different types of competitive campaigns, the book describes how to initiate effective offensive and defensive plans to neutralize your competitors’ advantages. It also details how to develop counter-measures for the numerous factors that can bring a turnaround campaign to a standstill.

The book helps executives of small and mid-sized organizations, as well as managers of business units and product lines in larger firms, to activate change strategies and secure sustainable competitive advantages. Examples are provided about real company turnarounds, including Intel, Levi Strauss, Yahoo, J.C. Penney, Hewlett-Packard, Panasonic, Staples, Samsung, and Abercrombie & Fitch.

Autoren/Hrsg.

Paley, Norton

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

DEVELOPING A TURNAROUND BUSINESS PLAN

Identify the Root Causes That Trigger a Turnaround

The Primary Conditions That Activate a Turnaround

Types of Competitive Campaigns

Physical and Psychological Characteristics of a Competitive Conflict Conflicts Do Not Break Out Unexpectedly Conflicts Require Neutralizing the Competitor Conflicts Are Not Isolated Events Campaigns Cannot Be Interrupted

Factors That Can Bring a Campaign to a Standstill Competitive Conflicts Contain Elements of Chance

Prepare the Organization for a Turnaround

Introduction

The Physical Dimension

The Psychological Dimension Organizational Culture Seek Maximum Input from All Levels of Employees Stay on the Offensive Act as an Aggressive Competitor Build a Strong Market Position Stay Close to Evolving Technology Establish Strong Internal Communications

Strong versus Weak Cultures

The Power of Morale

Relationships between Leader and Staff: Expectations for Developing a Turnaround Plan Expect Active Participation from Staff Expect Staff to Maintain Momentum Expect the Staff to Neutralize Competitor’s Strategies Expect Innovative Thinking Expect Staff to Stay Alert to Competitive and Market Conditions Expect Staff to Respond to Negative Behavior
References

Prepare a Turnaround Strategy Plan
Introduction
Establishing a Strategic Direction
Objectives
Strategies
Postcampaign Strategies to Secure a Turnaround Signs of Complacency Signs of Inflexibility During a Time of Disruptive Change Signs of Lethargy Signs of Unnecessary Dispersal of Resources Signs of Inadequate Competitor Intelligence Signs of an Anemic Corporate Culture Signs of Ineffectual Leadership Signs of Sagging Morale Signs of Failure to Apply the Principles of Strategy Primary Strategies Supporting Strategies

ACTIVATE CHANGE STRATEGIES

Leadership Techniques to Activate a Turnaround
Introduction
The Transforming Effect of Courage Activating Intuition The Power of Determination Presence of Mind Honor, Recognition, and Reputation Strength of Mind Strength of Character
Leadership Applied to Market Selection Natural Markets Leading Edge Markets Key Markets Linked Markets Central Markets Challenging Markets Difficult Markets Encircled Markets
Intellectual Standards and Performance

The Competitive Campaign: Structure and Characteristics
Introduction
The Essential Components of a Campaign Duration of a Campaign Conducting the Campaign Defense versus Offense The Characteristics of Offense Campaign Follow-Up Use of Reserves

THE ESSENTIAL ELEMENTS OF TURNAROUND STRATEGIES

Bold Action versus Cautious Restraint
Introduction
Applying Boldness
Finding Decisive Points
Applying Caution
Management Tools for Decision Making BCG Growth-Share Matrix General Electric Business Screen Arthur D. Little Matrix Management by Objectives (MBO) Six Sigma

Concentration versus Dispersal Strategy
Introduction
Implementing a Concentration Strategy Consumers Intermediaries Introducing a New Product Intensifying Market Coverage Making a Smooth Transition When Adding or Replacing Distributors Changing Methods of Distribution to Complement Changes in Business Strategy and Movements in the Industry Competitors Regulatory Issues and Industry Trends Leadership and Management Market Research Planning Organization Guidelines to Utilizing a Concentration Strategy
Dispersal Strategy
Utilizing Agents for Competitive Intelligence General Agents Inside Agents Double Agents Expendable Agents Living Agents
How to Conduct a SWOT Analysis

Indirect versus Direct Strategy
Introduction Think Strategically Maneuver Tactically Unbalance the Competitor Stress Fear

Valuing Surprise and Speed
Introduction
Speed
Positioning Develop a Positioning Strategy Branding
Barriers to Implementing Speed Leadership The Organization The Ending Point
Valuing Surprise and Speed

SECURE COMPETITIVE ADVANTAGE AND PRESERVE SUCCESS

Use a Pretest to Evaluate Your Turnaround Plan for Competitive Advantage
Introduction Conditions Triggering a Turnaround The Organization The Turnaround Strategy Plan Leadership The Competitive Campaign Bold Action Concentration versus Dispersal Strategy Indirect versus Direct Strategy Surprise and Speed
A Final Word

Index

Über Autor(innen)

Norton Paley has brought his world-class experience and unique approach to business strategy to some of the global community’s most respected organizations. Having launched his career with publishers McGraw-Hill and John Wiley & Sons, Paley founded Alexander-Norton Inc., bringing successful business techniques to clients around the globe, including the international training organization Strategic Management Group, where he served as senior consultant.

Throughout his career, Paley has trained business managers and their staffs in the areas of planning and strategy development, raising the bar for achievement and forging new approaches to problem solving and competitive edge. Paley has lectured in China and Mexico and has presented training seminars throughout the Pacific Rim and Europe for Dow Chemical and Cargill.

As a seminar leader at the American Management Association, he conducted competitive strategy, marketing management, and strategic planning programs for over 20 years. Paley’s books have been translated into Chinese, Russian, Portuguese, and Turkish. His byline columns have appeared in The Management Review and Sales & Marketing Management magazines