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 来一个比哈佛商学院Case更有挑战性的案例：怎样帮一个小企业Turn Around？ |
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来一个比哈佛商学院Case更有挑战性的案例：怎样帮一个小企业Turn Around？ -- tutu - (889 Byte) 2008-11-18 周二, 09:13 (5393 reads) |
ceo/cfo
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作者：ceo/cfo 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
tell you my guts feeling, rather briefly and raw:
Assuming the going concern does not have any long term debt, I would come in with the capital of 400k rmb to take over the company ownership at least 80%. Everyone in the office will be let go including the previous owners. They can serve as outside advisors on needed ba<x>sis with regular retainer. Accounting person can be outsourced. Hire a few skillful production people with better pay so you can keep them longer hopefully and give them supervision power.
The new owner has to be an excellent salesperson plus with strong financial control capability!! As a mft. company no sales, no company and no business!!
Cut the cost to the bone; buy necessary equipment, raise your quality control standards, up your warranty years, keep your sales price in check to remain very competitive. 开源节流 is the key.
As for the 20% owed to the previous owners, it can be arranged to pay back gradually only when the company becomes profitable again. In a word, no profitability, no pay. After positive cash flows in, they will get a small cut for several years.
We have to realize the 400k capital from the new owner very likely may not be enough and more capital infusion is needed. Besides the risk is so high the company may fold at any moment..... and the 400k may dissapear in a matter of few months.
No any sales are considered completed until you get paid. If possible for any and each order, you get payment upfront either in full or in proportion as a down payment. Give no people any credit unless they are your long term customers or distributors with excellent credit records. That way you are taking care of the accounts receivable problem; regarding the accounts payable, you know you are good at meeting your payment obligations, so you try your best to pay in 30 day, 60 day or even longer, 90 day, to help your cashflows.
As a new owner I will only take 一塊錢 rmb as my monthly salary until the company returns back to profit.
No pain, no gain.
Good luck.
作者：ceo/cfo 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
上一次由ceo/cfo于2008-11-19 周三, 03:05修改，总共修改了3次
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 来一个比哈佛商学院Case更有挑战性的案例：怎样帮一个小企业Turn Around？ -- tutu - (889 Byte) 2008-11-18 周二, 09:13 (5393 reads) - 两条腿走路 -- 海道 - (66 Byte) 2010-1-09 周六, 14:29 (410 reads)
- 非常关注 -- 找北 - (45 Byte) 2008-11-20 周四, 22:34 (622 reads)
- Due to the time pressure on a weekday morning, I can only -- ceo/cfo - (2037 Byte) 2008-11-18 周二, 22:06 (1117 reads)
- 方案估计通不过的 -- 筋斗云 - (500 Byte) 2008-11-19 周三, 17:23 (571 reads)
- 说得太好了 -- tutu - (104 Byte) 2008-11-18 周二, 22:38 (823 reads)
- 订单是否更重要？ -- 瘦马西风 - (174 Byte) 2008-11-19 周三, 00:13 (587 reads)
- 建议自己干 -- 夜叉 - (202 Byte) 2008-11-18 周二, 11:16 (652 reads)
- 有些道理 -- tutu - (413 Byte) 2008-11-18 周二, 15:47 (496 reads)
- 土算法，农民思维方式 -- 海胆 - (255 Byte) 2008-11-18 周二, 10:40 (773 reads)
- 不懂就问 -- 瘦马西风 - (70 Byte) 2008-11-18 周二, 12:25 (536 reads)
- 试着讨论一下 -- 海胆 - (206 Byte) 2008-11-18 周二, 10:03 (615 reads)
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