Middleby Corporation has been a developer and manufacturer of commercial food and equipment for the food-service fast food and high-end restaurants. In the second half of the 1990s, Middleby become more focused, as its number of production lines has increased dramatically. Fields and sales slipped. At the same time, some of the big initiatives of the company, product development failed. Although senior management Middleby recognized some of these obvious signs, and not take action, they seemed to have sought to blame the disappointing results exclusively on foreign operations of the company. This inaction has caused financial performance Middleby to further deterioration, resulting in a violation of its loan covenants. To permanently fix the situation, Selim Bassoul was moved from his role as general manager of the plant Southbend Middleby up to chief operating officer for the corporation. Bassoul took Southbend inefficient plants and turned it into a star performer, corrections, and improve customer service, operations and finance, and the establishment of a clear strategic direction. Bassoul was to develop a crisis management plan for the entire company in the areas of strategy, operations and finance. It reduced the number of products is essential, shot several key customers after analyzing customer profitability and product development focused on innovative products that save customers time and money Middleby. Following these changes, and others, the company returned to profitability and Bassoul was appointed CEO. Bassoul then decided to present the main features of the acquisition on the board. "Hide
by James Shein, Evan Meagher Source: Kellogg School Management 15 pages. Publication Date: July 6, 2009. Prod. #: KEL422-PDF-ENG
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