Making Turnarounds WORK

Note ,[object Object],[object Object],[object Object]

[object Object],[object Object],WHY ?

[object Object],How is this Possible ? DEFINITION (Platt – 1993): The Turnaround Manager is responsible for getting control of cash, eliminating excesses (people, products and facilities), focusing upon the company’s core competencies and preserving assets .

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Turnarounds Change Mgmt Programs Projects VALUE High impact – high value Low impact – no value

Personal experiences - 1 ,[object Object],[object Object],[object Object],[object Object],Note: I was only a consultant on this mission so I could not handle some sensible issues like closing down the 10 most lost-generating outlets.

Personal experience - 2 ,[object Object],[object Object],[object Object],A great business success but without any financial result (so negative shareholder value) ?

Personal experience - 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],I came in to solve the cultural conflicts and to make the company running again. Result : growth of 70%, 2 successful new productlines…

Now, it is time to present… ,[object Object],[object Object],[object Object]

Or do you think you can fight better than Cesar ?

Critical element 1: you need a champion Who do you pick as a champion to execute ? The intellectuel The communicator The force of nature The beauty

Critical element 1: A high engaged executive ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Critical element 2: The right and ambitious scope

Critical element 2: The right and ambitious scope ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Critical element 3: Know your value ? What do they want you to do ? Why are you important for your clients ? What do you do for them ?

Critical element 3: Know your value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Critical element 4: Succeed cross-influences ?

Critical element 4: Succeed cross-influences ,[object Object],[object Object],[object Object]

Critical element 5: Monitor your turnaround ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Critical element 5: Monitor your turnaround

Critical element 6: Thinking out of the box You could be the same Obelix doing different things ! - Doing the same thing… but serving 3 different markets

Critical element 6: Thinking out of the box ,[object Object],[object Object],[object Object],[object Object],[object Object]

Critical element 6: Thinking out of the box ,[object Object],[object Object],[object Object],[object Object],Personnel experience: 2005 A new market entrant delivering my products at TOP250 companies for FREE (while my average ticket was 40.000 euros). Solution: as we blocked the market early 2005 with a unique service offering, 90% of our existing client-base stayed with us.

5 most frequent pitfalls ,[object Object],[object Object],[object Object],[object Object],[object Object]

Don’t hesitate to contact me… Erik Van Rompay [email_address] Tel. 33+(0)6.79.91.06.87

Turnarounds need to combine the 4E+4C+4P Product Price Place Promotion Consumer Cost Convenience Communication Experience Exchange Everyplace Evangilism 4P 4C 4E + +

Making Turnarounds WORK

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Making Turnarounds WORK