Turnaround at International Paper Kathryn Rudie Harrigan Case Study Solution

Turnaround at International Paper Kathryn Rudie Harrigan

Evaluation of Alternatives

For a decade, International Paper (IP) had been grappling with a massive increase in raw material costs that threatened the company’s financial sustainability. In 2007, the company implemented a comprehensive cost reduction plan, which included divesting some of its businesses and restructuring its workforce. The company’s goal was to achieve $1.5 billion in cost savings over the next three years. The implementation of the plan was slow and uncertain, leading to delays in measurable improvements. After nine months, IP’s

Recommendations for the Case Study

International Paper (IP) has undergone a long process of transformation in the last three decades. The company’s transformation from a revenue and profitability leader into one of the largest diversified manufacturers of packaging products is an excellent case study in how an organization can successfully overcome significant challenges and turnaround under difficult circumstances. Through this case study, I’ll describe the company’s historical structure, financial performance, management challenges, and strategies employed during the turnaround process. Historical structure of the company:

Write My Case Study

International Paper’s stock had been stuck in a rut, with a low price-to-book ratio and an unsustainably high payout ratio. Kathryn Ruudie Harrigan, President of International Paper’s North American Operations, saw an opportunity to turn the company around. Background: International Paper’s North American Operations (“N.A.O”) produced 41.4 million metric tons of pulp, paper and specialty products in 2016, compared to

BCG Matrix Analysis

In 1996, International Paper (IP) had a stock price of around $44/share and the company was generating about $1.1 billion in annual revenue. Within a few years, however, everything changed. find In September 1998, IP was hit with a hostile takeover by Japan’s Kumagai Group. This had devastating consequences. In 1999, after several failed attempts to find a suitable buyer, IP was placed into Chapter 11 bankruptcy proceedings

Marketing Plan

Kathryn Rudie Harrigan took the lead on a turnaround at International Paper (IP), a multinational paper products company based in the United States. The company was in trouble and was bleeding cash, with a market value of around $2 billion. Despite this, IP has a long-standing history, and the stock was trading at about $80 per share. The company needed help from a seasoned marketing executive to turn around IP. At that time, Kathryn was serving as the head of strategy and digital marketing for

Alternatives

I am proud of the work that I did at International Paper in the years after it went into bankruptcy. I learned about the company’s operations, the industry in which it competes, and its management. I was involved in some of the toughest and most successful restructurings in the textile industry at the time. As an analyst, I also was responsible for analyzing the company’s financial and operating performance. The most memorable experience for me was in 1998, when I was in charge of the company’s

Case Study Solution

In late 2000, the paper industry faced a significant challenge. In recent years, paper-making equipment had become more expensive, making it increasingly difficult for mills to maintain profitability. International Paper, one of the world’s largest paper-making companies, was no exception. In the mid-1990s, the company’s revenues had fallen 50 percent, and net income had dropped by almost 90 percent. Management recognized that they needed to do something to reverse the trend and stabilize production and to restore financial health to

Financial Analysis

The first thing I did was a financial analysis of the company’s business. I wanted to understand the company’s cash flow, debt position, inventory position, and profitability. I analyzed financial statements for the previous year, including the balance sheet, statement of cash flows, and income statement. I compared the figures with the last year, and identified trends and patterns. My analysis revealed that the company’s net income had decreased by 16% in 2018, and it continued to decline during the following year, in