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📒Turnaround Management ✍ Rene T Domingo
✏Turnaround management Book Summary :
📒Turnaround Management ✍ Tom Lenahan
✏Turnaround Management Book Summary : Manufacturing and process plants must be regularly closed down for planned maintenance operations. This may entail the complete shutdown and re-start of large-scale serial and batch operations and must be performed in as short a period of time as is cost-effective. This is the process of turnaround, and as the processes are often high value and the maintenance operations intensive, complex and costly, it is vital that it be planned and carried out effectively. Tom Lenahan is an acknowledged expert in this field, who has worked and consulted internationally, and his book will show the maintenance manager or project leader how to get the job done correctly. This will include ensuring that lost production value (including sourcing replacement capacity) is balanced against intensive maintenance costs, as well as numerous other factors that may not be obvious to the first-time shutdown manager. The book draws upon his many years of experience with ICI, and has been written in conjunction with Eutech Engineering Services Ltd. Foreword by Anthony Kelly, author of Maintenance Strategy and Maintenance Organization and Systems
📒Process Plants ✍ Trinath Sahoo
✏Process Plants Book Summary : In the process industry, shutdown and turnaround costs are responsible for an excessive amount of maintenance expenses. Process Plants: Shutdown and Turnaround Management explores various types of shutdowns, presents recommendations for better management, and offers feasible solutions to help reduce overheads. Because turnaround management is the largest maintenance activity, plant turnaround is the focal point of this text. The book details a plan to lengthen the interval between turnarounds, and curtail costs in process production management by at least 30 percent. This practical guidebook provides a thorough study of shutdown management, discusses different types of shutdown and managing events (emergency, unplanned, planned, and turnaround), and covers all aspects of plant turnaround management including startup, shutdown, and maintenance. It describes the five phases of shutdown management—initiating, planning, executing, controlling, and closing. It contains specific principles and precautions for successful shutdown planning, and highlights many aspects including turnaround philosophy, planning and scheduling, estimation, contractor management, execution, safety management, managing human resources, and post shut down review. Process Plants: Shutdown and Turnaround Management also includes topical information that readers can successfully apply to future shutdown projects. It is suitable for industry professionals and graduate students.
📒Turnaround Management ✍ Joseph Eisenberg
✏Turnaround management Book Summary :
✏Turnaround Management Adjusting the Marketing Mix to the Challenges of the Turnaround Process Book Summary : Bachelor Thesis from the year 2011 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,8, University of Applied Sciences Essen, language: English, abstract: As one effect of the global economic crisis beginning in 2007, many companies suffered from strong decreases of incoming orders. At the same time, banks went over to a reserved willingness to grant credits, out of concerns about bankruptcies of debtors. This led to the result that companies were not able to meet liabilities that were incurred during the prior phase of economic upswing. For some companies, this chain of events led to a massive decrease of solvency, possibly resulting in a bankruptcy. But concerning other companies, the worsening of their economic situation was just accelerated by the economic crisis. The main reason for their company crisis was the fact that severe mismanagement had occurred in the past. Mismanagement often is the cause of a so-called strategic crisis. This means that the general market orientation of a company is inadequate. However the problem with this is that it cannot be detected at first sight, and therefore often no countermeasures are taken in order to avoid a negative development. The strategic crisis can then develop into an earnings crisis. In this stage, the indicators that certain things are going wrong within the company are more significant and measurable within the company’s figures. If countermeasures are not taken, this will finally lead to a liquidity crisis, in which the company faces massive problems. It is not able to pay liabilities, loan capital cannot be acquired and the company faces the danger of illiquidity or bankruptcy. This is where turnaround management gets involved. The main objective of turnaround management is to reverse negative trends that have are likely to become or already have become an existential threat to the company and to ensure its long-term success. One factor which has a massive influence on a company’s success is its marketing. Marketing, however, is a complex term, which can be discussed under various aspects and covers several areas and activities of a company. One possibility to assess the term marketing by a practical approach is the concept of marketing mix. Hereby, the marketing of a company is made visible by dividing the application of marketing activities to the market into the four elements product, price, place and promotion. This leads to the possible question of how the marketing mix and its single elements can be adjusted to the challenges of the turnaround process, in order to contribute to the overcoming of a crisis.
📒Turnaround Management And Bankruptcy ✍ Jan Adriaanse
✏Turnaround Management and Bankruptcy Book Summary : Written by leading experts in the field of business, finance, law and economics, this edited volume brings together the latest thoughts and developments on turnaround management and business rescue from an academic, judiciary and turnaround/insolvency practitioner perspective. Turnaround Management and Bankruptcy presents different viewpoints on turnarounds and business rescue in Europe. Presenting a state-of-the-art review of failure research in finance, such as on bankruptcy prediction, causes of decline, or distressed asset valuation. It also presents the latest insights from turnaround management research as well as giving a contemporary insight into law debates on insolvency legislation reform, cross-border judicial issues, bankruptcy decision-making by judges and competition policy in distressed economies. Finally, the book provides a regional and sector perspective on how the current crisis affects Europe, its government policies and industry performance. In this way, the volume presents a modern, interdisciplinary and scholarly overview of the latest insights, issues and debates in turnaround management and business rescue, developing a European perspective in an attempt to redress the predominance of an American orientation in the academic literature. It aims at a wider audience interested in turnarounds and failure, such as faculty and students in the fields of law, business, economics, accountancy, finance, strategic management, and marketing, but also at judges, insolvency practitioners, lawyers, accountants and turnaround professionals, as well as the EU and government officials, staff of trade unions and employer’s associations.
📒International Turnaround Management ✍ B. Arpi
✏International Turnaround Management Book Summary : The role of a Turnaround Manager is to save companies from a seriously unprofitable situation. This may follow a merger, take-over, restructure or as a result of adverse market conditions or mismanagement. A first class Turnaround Manager is more than a short-term 'company doctor'; he or she redefines the company's business mission and restructures it for long-term survival. This book shows how to do this. It includes practical advice from experienced Turnaround Managers, real-life examples of best practice and an objective guide to the principles involved in this increasingly important role.
📒Turnaround Management Ii ✍ James E. Schrager
✏Turnaround Management II Book Summary :
📒International Turnaround Management Standard ✍ Christoph Lymbersky
✏International Turnaround Management Standard Book Summary : This is version 1.5. -------------- The ITMS is a guided system through a corporate turnaround based on over 1500 references, countless interviews and over 150 turnaround cases. It is applicable to virtually any situation and industry targeting the most common reasons why turnarounds fail while utilizing the success factors and strategies that led to successful turnarounds over the past 30 years. The ITMS is based on project management techniques and existing restructuring methods and tools, However it is not only about project management and turnarounds, it furthermore includes financial restructuring techniques, strategic & operational strategies, marketing aspects, crisis communication aspects with stakeholders (to maximize the support and minimize bad press) and internally, controlling, quality control processes, of the turnaround itself, risk management, etc., etc.Imagine you are the CEO of a troubled company or a turnaround manager. The ITMS will be a framework that is divided into different stages, in which you can easily find the situation that your company is in. Let's say you have products that don't sell well, you are in a certain competitive environment with few global players that practically own the market, and you have financial difficulties. You will find your situation in the ITMS and the ITMS will tell you proven, through our examination of more then 150 case studies, strategies out of that situation (if there is a way out). The International Turnaround Management Standard (TIMS) is a method and guided way to achieve a sustainable turnaround. The ITMS includes all possible aspects and business areas that need to be analyzed and considered when restructuring a company: Financial Strategies Strategic- & Operational Strategies HR Aspects Crisis Communication Management Project Management Techniques and Methods Change Management Controlling and Management of Risk Marketing Aspects Quality Control processes Process Improvements The standard, furthermore serves the turnaround management team as a guideline of what they need to do at what time, how to do it and who you need to provide information too and what other aspects you need to take care of. In a nutshell: The ITMS targets all the major problems why companies fail in turnarounds; insufficient support of shareholders and lenders, non-comprehensive turnarounds (with other words things where simply overseen, or not regarded as important), targeting of symptoms rather than issues, unstructured approaches to turnarounds, etc.
✏Strategic Turnaround Management on the example of Karstadt Warenhaus GmbH Book Summary : Research Paper (undergraduate) from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, University of applied sciences, Cologne, language: English, abstract: Turnaround Management is needed when the liquidity and revenue situation are a serious threat to the sustainable existence of a company, but the shareholders and the management strive for a continuation of the operating activities. In this situation, turnaround management aims to restore the operational performance, liquidity and creditworthiness by initiating a systematic restructuring process. Due to the critical situation of the company, also radical measures are possible to achieve those results. The following assignment will focus on creating a theoretical background, considering the main aspects of turnaround management: Recognizing a crisis and analyzing in which stage a company already is, performing a turnaround along the right phases and knowing the main counter measures and key success factors of restructuring concepts. Afterwards, the knowledge will be applied by analyzing the situation of the Karstadt Warenhaus GmbH, a German department store chain, which struggles since the turn of the millennium and tried several turnarounds since then. The relevant and publicly available facts will be summarized and the course of the crisis of Karstadt will be analyzed as well as the different turnaround attempts that have been made so far. Afterwards, recommendations for further actions are proposed. Finally, the assignment will end with a conclusion about strategic turnaround management and Karstadt’s situation. Due to the mentioned example, the focus of this assignment will be on the German market.