Turnaround at International Paper
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International Paper (IPAY) is the world’s leading integrated provider of paper and packaging products. With approximately 50,000 employees, International Paper operates in more than 30 countries around the world. As of August 2013, International Paper owns 24 integrated paper and packaging plants, 5 paper manufacturing facilities in China, 1 pulp mill in Indonesia, and has a paper mill in Malaysia. My turnaround experience As the turnaround director of International Paper,
Financial Analysis
International Paper is a global leader in packaging and paper products. For most people, paper is a nuisance. A pile of paper or plastic bags piling up in their homes or offices. But for the executives of International Paper, paper has been the bane of their existence. The company, one of the largest paper producers globally, had been plagued with poor financial performance, profitability issues, debt crises, and acquisition challenges. The turnaround of International Paper started in 2005
VRIO Analysis
For 11 years, International Paper (IP) had been suffering from the decline in its business in Europe. Its sales in Europe had been declining year-on-year, and it was losing money in Europe, as well. This caused panic among the company’s shareholders, and they took the decision to find a solution to the problem. So, in 2013, International Paper CEO, John Rowe, appointed a turnaround team from within the company, who started working in 2014. The turn
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In 2015, we have inherited a company with a lot of liabilities, under-capitalization, and a very weak performance. The first thing that I did was, we needed to improve our operating cash flow, and I worked to increase the flow of cash, the balance sheet efficiency, and profitability. The first step was to reorganize the business into smaller, more focused business units. We did that by identifying three or four core products with sustainable and growing business opportunities. We developed a blueprint, defined a growth strategy,
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TURNING ARROWS: International Paper’s CEO, <|assistant|>, in his annual letter to shareholders, warned of a “major downturn” ahead that could send the paper and packaging company’s stock below $10 — a 40 percent decline from a decade ago — if it doesn’t take drastic action. The company plans to lay off 1,400 people from its 6,600-person workforce in the first half of 2016
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When a company is in trouble, it is a common occurrence for their employees to seek the counsel of professionals who are experts in the field of corporate turnaround. The term turnaround refers to a management strategy in which the company is saved from collapse or disaster and re-established on a stronger footing. I joined the company as a fresh graduate when they were going through a major reorganisation. At first, I felt daunted by the magnitude of the task that lay ahead. The work was overwhelming, but it was a necessary look at this now