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private equity | business strategies for growth
The 100 day plan is an important business process that is central to several specific business situations-- and broadly relevant to others. It is a key step executed by private equity (PE) firms immediately after a close of a transaction. In a very different context, a 100 day plan is also essential to turning around a company that has negative cash flow and is in danger of losing access to credit and even going bankrupt.
Newport Board Group partner and retail industry expert Helen Bulwik was recently quoted in the San Francisco Bay Area media about a recent development in the mobility-powered disruption of traditional industries that is happening across the economy.
Only ONE in TEN companies grow beyond “No Man's Land”. To improve your chances, you must first understand if your company is in No Man's Land. Learn more in this guide! Subscribe and get your copy now.
Women in Business | Helen Bulwik
Newport Board Group partner and retail industry expert Helen Bulwik was recently the subject of a profile in Bizwomen, a publication that highlights women’s achievements in business and the challenges they face. You can read the entire piece here.
Helen Bulwik | advice for company growth | family business advice
Sunday, May 18, 2014, a profile of a business turnaround featured Newport Northern California Partner and retail industry expert, Helen Bulwik. Helen appeared on the popular MSNBC show Your Business, giving expert family business advice to a family-owned business in Monterey, CA.
In the first part of this article, I discussed two lessons that companies of all sizes can learn from the recent set back that JC Penney has experienced in its turnaround under the short tenure of its former CEO Ron Johnson who had been co-creator of Apple’s retail stores. The lessons are: Industry expertise counts but experience is critical and The First 100 Days are the game changer.
The media news lit up last month with the ouster of the much heralded Ron Johnson as CEO of JC Penney. After 17 months at the helm, share value plummeted by 50% and sales slid 25%. What happened? How could this outstanding merchant and retailing innovator fail so completely, leaving the company in crisis rather than on the path to renewal. There are lessons to be learned here for the CEO’s charged with turning around underperforming middle market companies and the boards they answer to.
