Harnischfeger Corporation
Question 1
Harnischfeger’s corporate recovery plan was a four pronged approach that involved (1) changes in top management, (2) cost reductions to lower the break-even point, (3) reorientation of the company’s business and (4) debt restructuring and recapitalization. These changes at first glance appear to have allowed Harnischfeger to improve its financial performance from a net loss of $3.49 per share in 1983 to a net gain of $1.28 per share in 1984. In addition, Harnischfeger has appeared to have achieved a majority of its desired outcomes from each of its four changes as shown below.
• Harnischfeger’s desired outcomes from hiring a new COO and Vice President of Finance and Administration were to re-build investor and creditor faith in the company and show them that it is taking serious actions to improve its performance starting with a new executive team. Investors’ new interest in the company, such as Mr. Peter Roberts, and bankers willing to re-extend credit to Harnischfeger’s after not meeting its working capital, quick ratio, and net worth requirements, illustrated that Harnischfeger was able to improve its image.
• The desired outcomes from cost reductions, such as reducing the workforce by almost half and eliminating management bonuses, are to reduce cost of goods and increase operating income. Although Harnischfeger’s cost of sales (COS) has increased from 1983 to 1984, the company appears to have reduced COS in comparison to sales from 81% to 79%. In addition, it has increased its Operating Income from $62 million in 1983 to $90 million in 1984.
• The desired outcomes from reorientation of the company’s business were to reduce risk of increasing prices, decrease costs and increase sales. These desired outcomes have appeared to be achieved. By entering in a long term agreement with Kobe Steel Ltd. of Japan, where Kobe would be manufacturing Harnischfeger’s cranes, Harnischfeger would be able to reduce its manufacturing costs through
Harnischfeger’s corporate recovery plan was a four pronged approach that involved (1) changes in top management, (2) cost reductions to lower the break-even point, (3) reorientation of the company’s business and (4) debt restructuring and recapitalization. These changes at first glance appear to have allowed Harnischfeger to improve its financial performance from a net loss of $3.49 per share in 1983 to a net gain of $1.28 per share in 1984. In addition, Harnischfeger has appeared to have achieved a majority of its desired outcomes from each of its four changes as shown below.
• Harnischfeger’s desired outcomes from hiring a new COO and Vice President of Finance and Administration were to re-build investor and creditor faith in the company and show them that it is taking serious actions to improve its performance starting with a new executive team. Investors’ new interest in the company, such as Mr. Peter Roberts, and bankers willing to re-extend credit to Harnischfeger’s after not meeting its working capital, quick ratio, and net worth requirements, illustrated that Harnischfeger was able to improve its image.
• The desired outcomes from cost reductions, such as reducing the workforce by almost half and eliminating management bonuses, are to reduce cost of goods and increase operating income. Although Harnischfeger’s cost of sales (COS) has increased from 1983 to 1984, the company appears to have reduced COS in comparison to sales from 81% to 79%. In addition, it has increased its Operating Income from $62 million in 1983 to $90 million in 1984.
• The desired outcomes from reorientation of the company’s business were to reduce risk of increasing prices, decrease costs and increase sales. These desired outcomes have appeared to be achieved. By entering in a long term agreement with Kobe Steel Ltd. of Japan, where Kobe would be manufacturing Harnischfeger’s cranes, Harnischfeger would be able to reduce its manufacturing costs through