Diagnosing the Problem

David E. Vance ()
Additional contact information
David E. Vance: School of Business Rutgers University

Chapter Chapter 1 in Corporate Restructuring, 2009, pp 1-18 from Springer

Abstract: Abstract Companies fail or seriously under perform their peers because owners, executives and managers don’t or won’t recognize the early warning signs of trouble. Common reasons companies fail, early warning signs and ratios that throw a company’s problems into bold relief can be used as a spur to action. The three main tasks in restructuring (i) diagnosing the problems, (ii) identifying and implementing solutions and (iii) finding the resources to keep the company going until restructuring takes effect are discussed throughout the book. But time is short. If restructuring can’t be done in a year, it probably can’t be done. While a new CEO, turnaround consultant, or management team is driving a company to better performance ethical standards must be maintained. No gain from using an ethical shortcut is ever as great as the cost in terms of time, reputation and sanctions.

Keywords: Cash Flow; Bank Loan; Financial Distress; Sales Growth; Income Statement (search for similar items in EconPapers)
Date: 2009
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-642-01786-5_1

Ordering information: This item can be ordered from
http://www.springer.com/9783642017865

DOI: 10.1007/978-3-642-01786-5_1

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().