Increasing global and domestic competition, the business environment tends to be more turbulent, more and more organizations have realized the importance of reforming its future competitive competence in order to succeed in a changing environment. In practice, no matter what companies' size are, they could easily get into trouble to survive, their performances are unexpectedly unacceptable to their shareholders, creditors etc. Of course, the reasons for a company could be innumerableÃ¯Â¼Âit may be the internal reasons or the external reasons, or both. "Through the SWOT analysis can provide a good overview of whether a firm's business position is fundamentally healthy or unhealthy'' (Thompson&Gamble&Stickland, 2006: 85). The strengths and weaknesses of a firm are the part of the internal environment of a firm and can be controlled by the firm. Whereas, the opportunities and threats are the part of a firm's external environment that are uncontrollable factors. Both weaknesses and threats can often pose serious risks and competitive disadvantage to the firm.
Thus, the firm can easily get into turnaround situation. Once this situation occurs, managers must first be able to diagnose the symptoms of the firm. Then, managers must take a series of remedial actions to cure the firm's symptoms. Finally, managers must also evaluate whether its corrective actions are properly fitting for the situation, and ensure the firm return to growth again.
The concept of turnaround
"A "turnaround" can refer either to a business firm that faces financial disaster or action taken to prevent the occurrence of that financial disaster" (Sloma, 1985:11). All turnaround situations not only deal with transforming any struggling firm to a profitable one again, but also deal with those firms whose performance is seriously dissatisfied by the management. Particularly, those unacceptable performances refer to a company's financial performances.
"According to Sloma' statement, turnaround situation...