Developing a Turnaround Business Plan Leadership Techniques to Activate Change Strategies, Secure Competitive Advantage, and Preserve Success

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 canbring 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.

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 BehaviorReferencesPrepare a Turnaround Strategy PlanIntroductionEstablishing a Strategic DirectionObjectivesStrategiesPostcampaign 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 StrategiesACTIVATE CHANGE STRATEGIESLeadership Techniques to Activate a TurnaroundIntroductionThe Transforming Effect of Courage Activating Intuition The Power of Determination Presence of Mind Honor, Recognition, and Reputation Strength of Mind Strength of CharacterLeadership Applied to Market Selection Natural Markets Leading Edge Markets Key Markets Linked Markets Central Markets Challenging Markets Difficult Markets Encircled MarketsIntellectual Standards and PerformanceThe Competitive Campaign: Structure and CharacteristicsIntroductionThe Essential Components of a Campaign Duration of a Campaign Conducting the Campaign Defense versus Offense The Characteristics of Offense Campaign Follow-Up Use of ReservesTHE ESSENTIAL ELEMENTS OF TURNAROUND STRATEGIESBold Action versus Cautious RestraintIntroductionApplying BoldnessFinding Decisive PointsApplying CautionManagement Tools for Decision Making BCG Growth-Share Matrix General Electric Business Screen Arthur D. Little Matrix Management by Objectives (MBO) Six SigmaConcentration versus Dispersal StrategyIntroductionImplementing 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 StrategyDispersal StrategyUtilizing Agents for Competitive Intelligence General Agents Inside Agents Double Agents Expendable Agents Living AgentsHow to Conduct a SWOT AnalysisIndirect versus Direct StrategyIntroduction Think Strategically Maneuver Tactically Unbalance the Competitor Stress FearValuing Surprise and SpeedIntroductionSpeedPositioning Develop a Positioning Strategy BrandingBarriers to Implementing Speed Leadership The Organization The Ending PointValuing Surprise and SpeedSECURE COMPETITIVE ADVANTAGE AND PRESERVE SUCCESSUse a Pretest to Evaluate Your Turnaround Plan for Competitive AdvantageIntroduction 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 SpeedA Final WordIndex

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 andhas 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