Mr. Textured Vegetable Product,
You are correct. "Bean Counter" is a wonderful name for posting. You have my admiration in your choice. Just one more ingredient to liven up our discussion. TVP is quite an improvment over "Seven Bean Mush", even as your latest post is stronger than your previous.
Bean Counter wrote "all must be done 'NOW'". Yet he accuses me of B.S. HAHAHAHAHA Mr. Bean: that's the thinking that got the company in this mess in the first place.
I believe it is time to end the pretend management coup and return to discussion of reality. We, on this thread, simply do not have enough of the needed information to produce a coherent plan for the company: i.e. proper financials, actual sales of each product, real costs of each product. (one of my first points)
Yet there are many points left unmade, most regarding how a successful turn-around is usually implemented within the structure of a long term business plan.
1. Focus on core products.
2. Clean house old management.
3. Cut the hell out of payroll.
4. Straighten out the financials. Write off, write off, write off.
5. Unload product lines producing a drag on earnings.
6. Restructure and rebuild what is left in order to:
7. Target new product(s) in higher growth area(s).
Cowpland is not "Chainsaw." Turn-arounds are not within his area of speciality. IMHO he needs help he is not getting.
I hope we can continue to discuss these points with additional input from other members of the thread.
Leo without the saw
BTW Chrystler was turned around with a lot of government money and a business plan that leaves the company, even today, with the most flexibility in production and the shortest lead times in the industry.
Disclaimer: I have an equity position in C. |
