ABSTRACT
Chapters 1 and 2 established five essential concepts underlying the successful development of a turnaround plan.
First, determine the primary conditions that triggered a need for a turnaround plan. For instance, an aggressive company attacks a defender that is unable to protect its vulnerable position. This point was illustrated by Panasonic when it spread its resources over too large a market area while attempting to maintain an overly broad number of product lines. The organization was unable to adequately mount effective defenses.
