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7 Corporate Red Flags |
Lax accounting, neglect of cash needs, supply-chain
inadequacies, dirty data, faulty HR policies, weak governance
and lack of contingency planning before a crisis can sabotage a
business. Proactive CFOs head off such problems before they
cause damage. |
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A Guide for Acquiring Businesses in Bankruptcy - Part I |
This paper is intended as a guide for recognizing opportunities
and developing creative strategies for acquiring businesses in
bankruptcy |
TOP |
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A Guide for Acquiring Businesses in Bankruptcy - Part II |
Techniques for Making Acquisitions |
TOP |
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Altman Z-Score |
A Predictor for Bankruptcy. With links to worksheets that will
indicate the short-term potential for financial problems at the
company |
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Article 9 of the Uniform Commercial Code |
What you must know about the new article 9. Pdf-file |
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Bancruptcy Statistics |
for Canada |
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Bankruptcy as a Legitimate Business Tool |
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Business Crisis Trend Report 1999 |
Highlights crisis categories, most crisis prone industries,
crisis prone organizations, causes of organizational crisis |
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Can Early Detection Thwart Business Disasters? |
Wouldn't it be nice if impending corporate disasters had an
early-warning system, the way fainting canaries used to warn
coal miners of a gas leak? |
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Chapter 11 |
The Use of Chapter 11 Bankruptcy By A Debtor-Tenant |
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Chapter 11 II |
All About Chapter 11 Committees of Unsecured Creditors |
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Corporate Ownership Structure and the Evolution of Bankruptcy
Law in the US and UK |
this paper offers an account of the complementarities between
bankruptcy law and ownership structure, which it is argued can
explain developments in both the UK and the US. Pdf-file 2002 |
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Crisis Communications: Managing corporate reputation in the
court of public opinion |
In a time of crisis, conventional management practices are
inadequate and ways of responding usually insufficient. David
Weiner, a communications practitioner with global experience,
details a well-managed crisis response that will leave
stakeholders with a favourable impression and renewed confidence
in the affected company. |
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Customising your Disaster Recovery Plan |
Your business is unique, your DRP should be too |
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Definitions |
Crisis definition, assessing the severeness of a crisis |
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Doing Business with Troubled Companies |
This article addresses protecting against a customer's
bankruptcy, prebankruptcy remedies available upon a customer's
default, and the impact of bankruptcy on collection strategies. |
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Everyday Crisis Management |
Companies need to focus on crisis preparedness as a whole
guarding their most important asset-their people. |
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Five Questions to Resolve Any Conflict |
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High Tech Product Turnaround |
What can a High Tech Turnaround Specialist achieve and in what
circumstances ? What steps does the Specialist follow ? What
should a business expect ? Selecting a Specialist. |
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How Attorneys Can Save A Troubled Client |
The attorney should be aware that many of the failures can be
avoided if a company recognizes its problems early and acts on
them in time. |
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How prepared are you? |
Questions that help you to assess how prepared you are for a
crisis |
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How to Avoid Blame in the Aftermath of a Crisis |
Regardless of the actual causes of and liabilities for a crisis,
whenever one occurs people look around for someone to blame.
Should a crisis hit your company – whether or not you are
actually at fault – you still must be ready to defuse and
minimize the potential for blame. |
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How to Negotiate Debts |
Stories of two companies who got into serious trouble and how
they managed to pull themselves out |
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Insolvency Predictions |
Formulas that predict business failure! |
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Insolvency Terms |
Glossary |
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Insolvent Abuse: Regulating the Insolvency Industry |
There are no state guaranteed markets for mathematicians,
scientists, engineers, designers or computer experts, but the
insolvency practitioners enjoy a market guaranteed by the state.
This monograph draws attention to the shortcomings of the
insolvency industry. It draws attention to real-life cases
showing that the insolvency industry is out of control. (UK) pdf-file |
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Moving Beyond Denial: Exploring the Barriers to Learning from
Crisis |
This paper seeks to explore the possible barriers that exist to
effective organizational learning in the wake of crisis events.
The paper outlines the nature of the crisis management process
and identifies a number of barriers to the learning process. The
paper concludes by suggesting ways in which organizations can
develop more effective learning capabilities for crisis events.
file-file |
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Nine Early Warning Signs of a Troubled Company |
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Planning Mistakes |
Six planning mistakes companies make. Pdf-file |
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Six Critical Steps in the Turnaround Process: An Owner’s
Viewpoint |
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Stakeholders in a Crisis |
Key stakeholders, coordinating stakeholder communication |
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Surviving In A Sea of Illiquidity |
Five steps for keeping a doomed company alive; the role of the
turnaround manager. |
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Ten Steps to a Successful Turnaround |
For small businesses |
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The ABCs of Business Continuity and Disaster Recovery Planning |
If something really nasty happened, could your business get back
up and running? More important, how would you continue to make
money? Here's how to plan for the worst. 2004 |
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The Cycle of Corporate Distress, Rescue and Dissolution |
A Study of Small and Medium Size UK Companies. Pdf-file |
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The Operational Audit |
An Overlooked Tool. This is a preferred option for dealing with
a covenant default |
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The Seven Deadly Sins a Turnaround Manager Commits |
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The Show Must Go On |
Having a contingency plan and being able to execute it will
ensure the bottom won't fall out of your bottom line. |
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To File Or Not To File |
Deciding The Path of a Troubled Company |
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Turnaround Plan |
It's not a Turnaround Plan Until Several Groups Say it is: How
to Communicate with Committees and Groups |
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Turnaround Specialists |
How They Help The Attorney. The Role of a
Crisis Manager and How To Hire One |
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Walking on water or sinking without a trace? |
Six behaviors that describe strong crisis leaders. Pdf-file 108
KB. 2004 |
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Why do Companies really Fail? I |
Most people talk about a 'failure to execute', but Angel Mehta
argues that there is something even more fundamental behind the
majority of corporate failures - especially for startups. The
first of a series of articles on a mission critical success
factor that ranks among the lowest of business priorities. |
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Why do Companies really Fail? II |
In this follow up to his article on the importance of emotional
maturity, Angel Mehta delves further into the topic of why
companies fail to execute. Drawing on his experiences in
executive search, Angel describes two tragic flaws that ruin
executive careers and often represent the 'real' reason behind
organizational failure. |
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Your Good Name: After You've Lost It |
What do you do when a scandal destroys your company's
reputation? You rebuild it -- step by painstaking step -- but
the outcome isn't always happy. |
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