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Corporate Strategies for Survival and Growth

Corporate Strategies for Survival and Growth David Crawford † 1. Introduction s an Insolvency Practitioner I naturally come across a great many companies A which have missed the boat as far as corporate strategies for survival and growth are concerned. There is obviously potential to learn some lessons from analysis of the reasons for those companies’ failure. What is possibly of more interest, however, is the category of companies which have not yet failed, which have financial and management problems (or perhaps just mediocre preformance), and which have the potential for survival and growth if only management is capable of recognising and dealing with the problems. In these opening comments I would like to comment briefly on the Australian commercial environment as a whole, and then concentrate on what individual company managements can do to enhance their prospects of survival and growth. 2. Australian Commercial Environment e Australians in general have, I think, been fairly slow to accept that other W countries have been improving their standards of living at a faster rate than we have, and that we face the real prospect of permanent reductions in our standard of living as a result of lack of attention to our international competitiveness. There is only http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Australian Journal of Management SAGE

Corporate Strategies for Survival and Growth

Crawford, David
Australian Journal of Management , Volume 16 (2): 6 – Dec 1, 1991
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6 pages

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Publisher
SAGE
Copyright
Copyright © by SAGE Publications
ISSN
0312-8962
eISSN
1327-2020
DOI
10.1177/031289629101600207
Publisher site
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Abstract

David Crawford † 1. Introduction s an Insolvency Practitioner I naturally come across a great many companies A which have missed the boat as far as corporate strategies for survival and growth are concerned. There is obviously potential to learn some lessons from analysis of the reasons for those companies’ failure. What is possibly of more interest, however, is the category of companies which have not yet failed, which have financial and management problems (or perhaps just mediocre preformance), and which have the potential for survival and growth if only management is capable of recognising and dealing with the problems. In these opening comments I would like to comment briefly on the Australian commercial environment as a whole, and then concentrate on what individual company managements can do to enhance their prospects of survival and growth. 2. Australian Commercial Environment e Australians in general have, I think, been fairly slow to accept that other W countries have been improving their standards of living at a faster rate than we have, and that we face the real prospect of permanent reductions in our standard of living as a result of lack of attention to our international competitiveness. There is only

Journal

Australian Journal of Management – SAGE

Published: Dec 1, 1991

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