How firms are coping

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Mixed news from a recent S+B survey of execs. 75% say they do not need extra financial support – as I suspected – though that may change of course.  More worrying is that most seem not to be taking the correct actions, given their specific situations.

The article by Shumeet Banerji CEO of Booz & Co and Neil McArthur MD of Booz Europe helpfully groups firms into 4 categories ...

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Good & bad downturn advice

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I have commented on some of the consultants’ and journals’ advice in earlier posts, so thought I would share what some senior execs think who I’ve been asking in recent events. Here’s just a few … 

I asked for two ratings – Useful [no, a little, very] – and Dangerous [no, a little, very] – and allowed people to respond with both if they felt a suggestion was both potentially useful, but also came with dangers. Following are the most common ...

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Profiting from the downturn – e.g. airlines

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Nice example of what looks like a strategically sound business [Lufthansa] pouncing on valuable resources shaken loose when a feeble competitor [Alitalia] stumbles. The Economist reports they will be offering new services to eight other European cities from under-served Milan.  

With the downturn accelerating, there will be many more examples of weak firms forced to surrender potentially valuable resources – especially capacity and people – to those whose sound strategic management avoided getting into trouble. In the extreme, this will involve ...

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Another couple of gems from SMS

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Another really insightful piece – unpublished as yet … Feldstad, Gao and Burkay of BI Norwegian School of Management on how come Google and eBay – mega powerful global players in their sectors – both got killed by local rivals in China [in eBay’s case, in spite of acquiring a strong local player]? In both cases, it seems, they got the ‘value network model’ wrong – well worth a visit to www.alibaba.com who saw off eBay. Here’s a summary, which will feature in ...

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Smart airline strategy for the melt-down

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Seeing the sector is anticipated to lose $5bn this year, and more in 09, who managed strategy well over the last 5 years? .. which of course would include anticipating and planning for the inevitable down-turn? Competent strategic management for most firms would imply [a] anticipating a scenario in which demand would take a tumble – for whatever reason .. doesn’t have to be due to oil prices [b] holding back on expansion plans that would be marginal or unprofitable under lower-demand ...

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