SURVIVAL STRATEGY
When to adopt survival
strategies? What are the routes of survival strategy? What is liquidation ?
SURVIVAL STRATEGY
When the company is on
the verge of extinction, it can follow several routes for renewing the fortunes
of the company. These are discussed in the following sections.
Divestment
An organization divests
when it sells a business unit to another firm that will continue to operate it.
Threatened with bankruptcy between 1979 and 1982, Chrysler sold its U.S. Army
tank division to General Dynamics, its Air Temp air conditioning unit to Fedders,
and its European distribution units to Peugeot/Citroen. The purpose was to focus
only on the U.S. auto market- its main market. In our country, the TATA group has,
in some form or the other, been realigning its portfolio since the early 1990s.
But in the past few years it had done this in a more structured manner. The
divestment of Tomco and Tata Steel’s cement plant was a conscious decision. It
was Tata Steel’s decision to concentrate on steel and get out of the cement
business. As for Tomco, the company had reached a point where it required
immediate attention, not only in financial terms but in terms of management as
well. The group felt that it did not have the requisite managerial skills in
the specific area where Tomco operated and hence decided to hive it off.
Spin-Off
In a spin-off, a firm
sets up a business unit as a separate business through a distribution of stock
or a cash deal. This is one way to allow a new management team to try to do
better with a business unit that is a poor or mediocre performer. For instance,
Indian Rayon and Industries Ltd (IRIL), an Aditya Birla group enterprise, has
decided to spin-off its insulators business under Jaya Shree Insulator Division,
in favour of a new company - Vikram Insulators Private Ltd (VIPL). The net
assets of Rs 92.98 crore of the insulators division were transferred in favour
of VIPL and a 50:50 joint venture with the Japanese insulators giant - NGK
Insulators Ltd - was forged. The joint venture with NGK Insulators Ltd was
proposed in order to upgrade the quality of the existing insulators and to
develop new and more technically advanced insulators.
In consideration of transfer
of the insulators business, VIPL would allot to IRIL 1.25 crore equity shares
of Rs 10 each at par and debentures of (rupee equivalent) $ 25 million. On
completion of the demerger, NGK would subscribe to 1.25 crore equity shares of
Rs 10 each of VIPL for cash at a premium. This would result in equal
shareholding for both IRIL and NGK and equal board representation in VIPL.
With increased and
complex demands of the power transmission system, the quality and technical
requirements of insulators have become more stringent and rigid. The existing
manufacturers of insulators in the country, including IRIL, did not have the technical
capability of manufacturing insulators of such high quality and specification and
hence the need for this new arrangement.
Restructuring the
Business Operations
The company tries to
survive by restructuring its management team, financial reengineering or
overall business reengineering. Business reengineering involves throwing aside
all old business processes and starting from scratch to design more efficient
processes. This may cut costs and assist a turnaround situation. This is much easier
to visualize in a manufacturing process, where each step of assembly is examined
for improvement or elimination. It would be foolish to find more efficient ways
to perform processes that should be abandoned and hence, reengineering is strongly
suggested in such cases.
Downsizing is a euphemism
for a layoff. As the case of Kirloskar Pneumatic Company suggests, it is a good
way to cut costs quickly. But unless downsizing is tied to a rational strategy,
problems can crop up. Cutting staff without changing the amount and type of
work done simply means that the remaining employees must do more work. This
will result in cost reduction, but product quality and customer service may
suffer. On the other hand, if the firm does not down size, its performance deteriorates.
Hence any downsizing plan recommended should fit logically with the strategy
proposed.
Case Study- Gillette
India-Restructuring for Growth
Gillette India has
achieved its growth target in the most profitable manner through strategic
restructuring and functional excellence. The strategic restructuring focused on
its business portfolio to identify the businesses it would like to continue and
the ones it wishes to exit. Consequent to strategic restructuring, Gillette
exited the Geep Battery business and the Braun business. Likewise, it
discontinued all the non-profitable and non-strategic business lines in its
existing portfolio. The company also developed strategic governing statements
for each of the business, which made each business extremely focused.
Advertising spend was focused on the right strategic product. Advertising or
sales promotion, which gave short-term benefits, was discontinued. The company
also focused on improving short-term gross profit margins of its core
businesses. Comprehensive profit improvement plans were put in place through
promotions, SKU rationalizations, cost reduction and improved asset management.
Functional excellence initiatives ensured that each and every process within
the organization is benchmarked against peer group companies and process improved
through a well-defined action plan.
Post Restructuring
Scenario
After the divestiture of
Geep battery business, grooming business (blades and razors) has emerged as the
single largest business – accounting for 70% of turnover. Focus has been on the
premium double edge, which was declining earlier, but with focused support and
advertising this product made a strong rebound. Mach III the flagship brand of
the company continues to perform extremely well with its niche premium positioning.
Overall, the blades and razors business has registered a 22% growth. In addition,
a new product called Vector Plus has been introduced in India. The product, which
is an outcome of three years of development at its Boston Research and Development
Facility, is based on the Indian consumer habits.
In personal care
business, the main focus was on the tube shaped gel and the Gillette Series
products in aerosol, gel, foam, after-shave and splash. This segment has registered
a growth of 400%. Activities aimed at preventing the growth gray market have
also aided growth in this segment. The oral care strategy for India has been revised
to target the mass segment. Two products have been launched - Oral-B Classic and
Oral-B Plus, both positioned in the popular price segment. This business has grown
by 34% during 1999.
The alkaline battery
segment (Duracell), accounts for a small part of turnover, but company enjoys a
very high market share in the category. The strategy here would be wait and
watch till the alkaline category starts growing. This business has grown at about
11% year on year.
Financial Results
All these restructuring
initiatives resulted in:
- The company reporting the highest ever profit of Rs.170 million by Gillette in India. Net profit during the nine month ended September 2003 stood at Rs.437 million.
- Operating margins jumped from a low 10% in second quarter of 2002 to 26% in second quarter of 2003. Besides the divestment of the low margin battery business, the strengthening of the Indian rupee also aided profitability, as 40% of Gillette products sold in Indian market are imported products.
- Core grooming business registered a healthy topline growth of 11% and gross margins also improved.
- Inventory came down by 14% and receivables have also been bought down.
- Ad-spend in first nine months of the year of 2003 was Rs.211 million (7.7% of net sales). The company planned to increase ad-spend in the fourth quarter of 2003 and 2004. Surplus cash freed through sale of assets and working capital improvement was proposed to be reinvested in brand building.
LIQUIDATION STRATEGY
Liquidation is the final
resort for a declining company. This is the ultimate stage in the process of
renewing company. Sometimes a business unit or a whole company becomes so weak
that the owners cannot find an interested buyer. A simple shutdown will prevent
owners from throwing good money after bad once it is clear that there is no
future for the business. In such a situation, liquidation is the best option. A
case in point is the liquidation of loss-making Bharat Starch, a B M Thapar
group company, following the sale of its starch and citric acid divisions to
English India Clays and Bilt Chemicals, respectively. This was done as a part
of financial restructuring to relieve the company of its outstanding
liabilities. As part of the deal, the two buyers would actually take over the
liabilities of Bharat Starch thereby reducing a major part of the debt burden
of the company. The Thapar family is the largest shareholder in the company
with a 45 per cent stake, followed by UK-based Tate & Lyle, which has a 40 per
cent stake. The rest is divided between financial institutions and the public.
For Bilt Chemicals, the takeover of the citric acid plant in Gujarat was a
perfect fit since the company was planning to go in for expansions in the
segment.
Bankruptcy is a last
resort when the business fails financially. The court will liquidate its
assets. The proceeds will be used to pay off the firm’s outstanding debts. Some
companies file for bankruptcy instead of liquidating. Under this option, the
firm reorganizes its operations while being protected from its creditors. If
the firm can emerge from bankruptcy, it pays off its creditors as best as it
can.
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