Turnaround at International Paper Kathryn Rudie Harrigan
Porters Five Forces Analysis
In recent months, I have been following the turnaround at International Paper (NYSE: IP) with interest. After reporting a quarterly profit on top of earnings growth for eight consecutive quarters, the company went on a buying spree during the 2009 recession. But the move is having a negative impact on investor confidence. At the recent investor meeting, analysts pointed out that the company’s earnings per share have fallen below estimates since the beginning of the year, resulting in a more than 40% reduction in
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The Turnaround at International Paper Kathryn Rudie Harrigan has taken her company through a period of growth and profitability while also facing a global economic meltdown. I have had the honor and privilege of working closely with Ms. Harrigan over the past three years while I was employed at the Company. I witnessed Ms. Harrigan’s management style firsthand as she took the helm and led the Company through a challenging time of change and uncertainty. In December 2007, the Company faced a potential crisis when it faced down
Alternatives
In 1995, when I was working as a journalist, Kathryn Rudie Harrigan was named CEO of International Paper. She had been a top executive at Procter & Gamble and a vice president at Time Warner when she was offered the CEO job at IPO. At the time, IPO was a dirty word. The corporate culture in the U.S. Was under severe criticism, especially regarding accounting and corporate governance. It wasn’t hard to see why Kathryn came to be given this new job. For one
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Title: Turnaround at International Paper Section 1 International Paper is a paper products company, one of the world’s largest manufacturers. As the industry slowed, management took action to mitigate the impact on our bottom line. The company embarked on a three-phase process, from layoffs, restructuring and divestitures. The goal was to return the company to strong financial and operational performance. Section 2 Phase 1: Restructuring Initially, management implemented a
SWOT Analysis
In 2008, a major crisis for International Paper (IP) loomed. In early 2008, IP reported a net loss of $1.7 billion, with earnings before interest, taxes, depreciation, and amortization (EBITDA) of -$1.9 billion. look at this now However, during the subsequent financial crisis, global demand for paper products plummeted by 45%. The situation left IP with a $300 million debt, piles of unsold stockpiled paper, and
Marketing Plan
When I worked for International Paper (IP) as a senior manager of marketing research in early 2013, we were the No. 1 paper company in the world, with a dominant position in North America and significant market share in many other countries. Our success was due in no small measure to the talent, vision, and leadership of CEO Greg Page. Greg had been with IP for 33 years. He had successfully transformed the company’s marketing strategy in the 1990s, with a focus on globalization, digital
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When Kathryn Rudie Harrigan took over the top spot at International Paper’s boardroom in January 2013, the newspaper publishing company was losing $1.7 billion annually, and was facing a growing pile of debt. At the time, Harrigan was a vice president in Paper North America at Kimberly-Clark, the world’s second-largest paper producer. She stepped into the CEO chair on a shoestring and a hiring freeze. “It felt like a big challenge,” she says. ”
VRIO Analysis
In 2006, International Paper was in a mess. Shares plummeted 50%, after a weak financial performance in 2005. The news, not the least of which was a massive write-down, came as a surprise to most analysts. What surprised everyone was the fact that International Paper, despite its debt, was able to manage the turnaround. For those who do not remember, International Paper was once one of the world’s largest paper companies, employing 52,000 people in