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Case
| HBS Case Collection
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2012
(Revised from original 2006 version)
Hexcel Turnaround -- 2001 (A)
by
Paul W. Marshall, James Quinn and Reed Martin
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Abstract
Hexcel's new CEO is faced with deciding how to "take out" $60 million in cash costs in fiscal 2002, as two of the company's end markets--electronics and commercial aerospace--are expected to decline precipitously. Options include closing plants, exiting a business, or undertaking a major headcount reduction. Includes a description of Hexcel's private equity relationship with Goldman Sach's Capital Partners and presents the financial challenges of renegotiating bank lending covenants and managing maturing debt. Focuses on selecting a turnaround approach from the point of view of a general manager (the CEO).
Keywords: Private Equity;
Negotiation;
Management Teams;
Organizational Change and Adaptation;
Strategy;
Change Management;
Crisis Management;
Borrowing and Debt;
Aerospace Industry;
Electronics Industry;
United States;
Citation:
Marshall, Paul W., James Quinn, and Reed Martin. "Hexcel Turnaround -- 2001 (A)." Harvard Business School Case 806-099, January 2012. (Revised from original March 2006 version.)