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  • Johnson Turnaround P.point Slides

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    ain_kaklong
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    Johnson Pte Ltd (JPL) is a subsidiary of an FMCG group in Southern India that was acquired by a Hong Kong group. JPL manufactures and distributes various food and commodity products and owns retail outlets but has been experiencing continuous declines in sales and increases in operating costs, resulting in losses. The new CEO, Azmi, was tasked with developing a turnaround plan for the company. Key issues identified include ineffective advertising spending, poor management of unused assets, insufficient credit control and inventory management, and too many retail outlets in non-strategic locations, increasing operating costs.

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    This is the slides presentation for the PROTON Sdn Bhd.

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    Johnson Turnaround p.point slides

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    Johnson Pte Ltd (JPL) is a subsidiary of an FMCG group in Southern India that was acquired by a Hong Kong group. JPL manufactures and distributes various food and commodity products and owns retail outlets but has been experiencing continuous declines in sales and increases in operating costs, resulting in losses. The new CEO, Azmi, was tasked with developing a turnaround plan for the company. Key issues identified include ineffective advertising spending, poor management of unused assets, insufficient credit control and inventory management, and too many retail outlets in non-strategic locations, increasing operating costs.

    Hak Cipta:

    © All Rights Reserved
    Unduh sebagai PPT, PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    2K tayangan9 halaman

    Johnson Turnaround P.point Slides

    Diunggah oleh

    ain_kaklong
    Johnson Pte Ltd (JPL) is a subsidiary of an FMCG group in Southern India that was acquired by a Hong Kong group. JPL manufactures and distributes various food and commodity products and owns retail outlets but has been experiencing continuous declines in sales and increases in operating costs, resulting in losses. The new CEO, Azmi, was tasked with developing a turnaround plan for the company. Key issues identified include ineffective advertising spending, poor management of unused assets, insufficient credit control and inventory management, and too many retail outlets in non-strategic locations, increasing operating costs.

    Hak Cipta:

    © All Rights Reserved
    Unduh sebagai PPT, PDF, TXT atau baca online dari Scribd
    Tandai sebagai konten tidak pantas
    dari 9

    Johnson Pte Ltd (JPL) a public non-listed subsidiary of fast

    moving consumer godos (FMCG) group based in southern Indian


    region.
    The company was taken by Hong Kong group companies with
    80% acquisition of the shareholding.
    JPL manufactured and distributed a wide range of product foods ( frozen, chicken, noodles, pastries, bread product, yeast
    and fats), commodities (oil), restaurant business and owned
    ratailing outlet.
    Azmi new CEO had been assigned by the chairman to plan and
    execute a turnaround programmed for the company.
    The problem of the company was their continuous decline in

    Credit Control &


    Inventories
    Management

    Shareholders

    Dealers &
    Wholesalers

    Azmi (CEO)

    Competitors
    Board
    Membership

    Chairman
    JPL

    Directors of:
    -Sales & Marketing
    -Finance & Accounting
    -Production & Services
    -Human Resources

    Hong Kong
    Group / HK
    head office
    Indian
    Govt

    Players in
    the FMCG

    Losses (continuous decline of


    the sales, rising of the operating
    cost)

    Ineffective advertising:
    - negative cashflow
    - excessive spending in advertisement and promotional costs
    Poor management of assets:
    - number of empty factories with old Steel structures intact for
    the last 10 years
    - heaps of absolete spare parts left untouched in the store room
    - vehicles more tan 5 years old & zero net BV
    Poor credit control & inventories management:
    - insufficient bank guarantees
    - decline in sales and rising in operating cost
    Too many retail outlets:
    - increase in operating cost
    - non strategic location

    Expectation/Objective
    cost

    revenue,

    Constraints
    1) low entry barriers
    2) multiple private labels
    3) external forces
    4) weak of management skills
    Result ( Main Problem) losses (decline
    of the sales, rising of the operating cost)

    Quick response from shareholders, employees & the company


    management. Create 2 ways of communication.
    Invest heavily in R&D, advertisement & promotion.
    Focusing to stop outflow of cash & to control negative cash flow.
    Management replacement.
    Review SWOT analysis.
    Close few retail outlets non-strategic locations (

    cost)

    Reemphasis Product Development / Technology Innovation

    Management
    replacement

    Review again each department :


    - Sales & marketing
    - Accounting & finance
    - Production & services
    - Human resources
    Assess management in term of
    competence, industry experience
    & loan guarantees.

    Review
    SWOT
    analysis

    Find strong supplier and dealer


    Find lowest or reasonable raw
    material Price (sourcing from lowcost cpountries)

    Lack of concern towards relationship between organizational


    team & management.
    Risk to find wrong management team.
    Review only the impact itself & not the impact of the whole
    company.
    Compete more with others find lowest raw materials (

    cost)

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