Hexcel Turnaround 2001 B
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Company: Hexcel Corporation Industry: Composite Materials Industry Report Number: C1010 On January 3, 2001, Hexcel Corporation initiated a comprehensive turnaround strategy for their business. The strategy consisted of the following components: 1. Reduction of operating costs – Hexcel initiated a comprehensive cost reduction program to reduce operating costs by $200 million by the end of 2001. The program included hiring freeze, wage freeze, job cuts
Case Study Analysis
– In 2001, Hexcel faced huge pressure from the global market downturn, declining oil prices, and rising raw materials costs, resulting in a sharp decline in revenues, and a negative net income of $107 million, or $2 per share. – Hexcel recognized the need to reduce costs and boost production, to mitigate the impact on its balance sheet. – As a part of the turnaround plan, Hexcel implemented two initiatives, a consolidation and streamlining of the business organization, and
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In January 2001, I was sent to China, to manage the turnaround of Hexcel. I was to analyze a new plan, proposed by our CEO, who was overly ambitious for the company. The original plan was to sell off some products and cut costs, as these would be offset by new revenue streams. However, we realized that our primary strengths in Hexcel were in the specialty films market, and we could not afford to lose these. We decided to focus on improving and maintaining our existing products, which were highly
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The Hexcel Turnaround Hexcel (NYSE: HXL) was known throughout the industry for its high quality carbon fiber composites. Hexcel’s technology was widely regarded as a world leader in the carbon fiber industry, having built a reputation over many years. Hexcel was a publicly-held company that was owned by many investors, ranging from pension funds and mutual funds to banks and sovereign wealth funds. Hexcel’s stock traded between $30-35 on various exchanges (N
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In January 2001 Hexcel suffered its worst ever crisis, a period during which the company’s stock price fell almost 70%. In my professional capacity as an independent consultant in charge of business development, I was hired by management at Hexcel in February 2001 to turn the situation around and rebuild trust in the company, both among shareholders, employees and customers. The task was monumental and required innovative thinking on the part of senior management, the board, and a whole army of outside consultants. find out We undertook a thorough