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Case
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Reference no. 397-123-1
Authors: Gilbert Probst (GSEM / Executive Programs); Arne Deussen (GSEM / Executive Programs); O Carrillo (GSEM / Executive Programs); F Castilla (GSEM / Executive Programs); Mark Grace (GSEM / Executive Programs); H Noumbissie (GSEM / Executive Programs); Y Suzuki (GSEM / Executive Programs); Z Swinarski (GSEM / Executive Programs); Emma Tucker (GSEM / Executive Programs)
Published in: 1997
Length: 15 pages
Data source: Field research

Abstract

The case is a one session illustration. It shows the challenges the Swiss machine-tool producer faced in the year 1994. The case provides background on the - often considered ''strategic'' - industry as well as financial data and organisational information on the company. Re-emerging from a three year industry recession, four consecutive years of operation losses and heavily burdened by debt, the goal of the management team was turning around the company. An extensive teaching note helps structuring discussion in class around topics such as turnaround strategies, financial indicators and organisational solution for coping with an existing product portfolio. The case is open ended. This allows the reader to recommend a suitable approach to the issue including the development of a complete in-depth analysis of the problem, recommendations for a probable strategy for recovery and financial options and discussion of its benefits, risks and limits.
Industry:
Size:
15,000 employees, CHF260 million sales

About

Abstract

The case is a one session illustration. It shows the challenges the Swiss machine-tool producer faced in the year 1994. The case provides background on the - often considered ''strategic'' - industry as well as financial data and organisational information on the company. Re-emerging from a three year industry recession, four consecutive years of operation losses and heavily burdened by debt, the goal of the management team was turning around the company. An extensive teaching note helps structuring discussion in class around topics such as turnaround strategies, financial indicators and organisational solution for coping with an existing product portfolio. The case is open ended. This allows the reader to recommend a suitable approach to the issue including the development of a complete in-depth analysis of the problem, recommendations for a probable strategy for recovery and financial options and discussion of its benefits, risks and limits.

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Industry:
Size:
15,000 employees, CHF260 million sales

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