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PTL Group wins again at ATTA award: The award for “Transformation of 2012”

Posted by Lily Li
Lily Li
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on Friday, 30 November 2012
in Business in China

The ATTA Award ceremony was held in Hong Kong, on Friday, November 23rd, and PTL Group was invited to submit a case study for consideration. We are happy to announce that we were awarded with a prize for the second year running:
Transformation of 2012 - PTL Group Ltd for the business change and transformation of a foreign owned China joint venture.”

PTL Group took a unique approach in our presentation to the award committee, by presenting a number of transformation cases in order to change the perception of how to obtain turnaround projects. Rather than looking for companies with severe issues that need Turnaround, members should be offering preventative methods, by identifying issues for most companies before they reach the dire stages, and then offering steady transformation processes to improve their operations.

We aimed to highlight a number of selected projects within the last year that came out of performing soft audits, and show that this methodology could be very beneficial for all in the association. China is more about transformation rather than turnaround. Transformation is needed constantly – if companies stop transforming there's a chance they'll collapse. When we identify problems at an early stage, we encourage  the managers to adopt or create change in the company.

Posted by Administrator
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on Thursday, 28 July 2011
in Business in China

Operational Audits are an increasingly important area. This thread relates to why they exist and how they benefit companies. An Operational Audit is a means of reassessing an existing company with a view to finding its weaknesses and then helping it become more lean, profitable and efficient. If the company is markedly distressed, an Operational Audit is likely to lead to an Operational Turnaround. At this point, interim management may be required (discussed later).

The Painful Truth of Operating in China

Why do Operational Audits exist? Regardless of the format of the company - be it a JV, a WOFE, an FIE or any other blasted acronym - a disproportionate number of companies face problems and resulting profit losses. Many of these problems can be ascribed to a lack of talented employees, but a great deal of problems derive from management issues. However, few entities and their CEOs wish to admit that they might have problems until the last moment when it is too late. When the threat of liquidation appears on the horizon, the first place one finds the manager is most likely in a law firm, attempting to wind up the company.

Operational Audits exist to prevent further losses by targeting a list of factors, from working out whether employees are being paid the right amounts, to supply chain management. They then assess where improvements can be made.

Triggering factors for an Operational Audit - Changes

Leadership Changes in management are arguably one of the best times for an operational audit. An assessment will provide up-to-date and impartial information, thereby helping new management/personnel learn the strengths and weaknesses of the company. But more importantly, an Operational Audit can provide an opportunity for changes in strategy or direction at a critical time.

The Art of Turning Around Distressed Entities in China

Posted by Elena Luk'yanenko
Elena Luk'yanenko
Elena has more than five years of experience in international marketing providing services for the foreign com...
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on Friday, 07 August 2009
in Business in China

PTL Group: What brings you nowadays to China?

Jan Molenkamp: Many international companies have ventured into China without taking into account the necessary preparation and analysis steps. Consequently they inevitably run into trouble some way or another. During the time that the domestic markets of these companies were on a “high”, underperformance or even loss making of their Chinese entities was accepted as a “part of the business development process.”

Now the domestic markets are less than favorable due to the global economic crisis. Due to this, more focus is put on the individual contribution of the various international ventures. After all, these were set up over the past couple of years to contribute to the enterprise’s overall bottom line. The attention to these contribution factors quickly (and in some cases finally) exposes to some unlucky international enterprises that the Chinese venture is underperforming at best.

Due to enormous pressures on profitability and cost saving a culture of decision making emerges in corporations, which previously was deemed unnecessary. Quickly the companies scramble their own analysts, reorganization- or liquidation experts, who are immediately sent to China to see what can be saved, improved or shut down.