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Primary Article

Preserving a Global Brand's Home-Team Advantage

Lisa J. Donahue, Ted Stenger, Ernest M. Pelli, Nigel Robinson and Shapleigh B. Smith
Turnaround Management Spring 2002, 2002 (1) 60-63
Lisa J. Donahue
Principal, Jay Alix & Associates in New York, Interim CFO for Umbro International, Inc.
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Ted Stenger
Principal, Jay Alix & Associates, New York
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Ernest M. Pelli
Vice President, Bank of America Commercial Finance, New York
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Nigel Robinson
Formerly Vice President, Salomon Smith Barney during the Umbro International Inc. turnaround, now Excutive Director, Goldman Sachs International's European M&A Group, New York
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Shapleigh B. Smith
Managing Director, Citigroup's Structured Products Group, New York.
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Abstract

Turning around a troubled company is an unusual challenge when the company is a complex, international organization with a well-known brand. This case study recounts the turnaround of Umbro International, Inc., a leading brand of sports apparel that commands the loyalty of soccer fans around the world. To keep this venerable company out of bankruptcy, a turnaround team transformed Umbro from an old-line manufacturing company to a dynamic licensing and marketing organization. This article, developed from a session at the Turnaround Management Association's annual conference, October 2001, highlights the importance of the right lenders as partners, critical considerations and issues in a global restructuring, building consensus in a non-judicial process, and leveraging brand value through the restructuring and sale process.

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Turnaround Management: 2002 (1)
Turnaround Management: A Guide to Corporate Restructuring
Vol. 2002, Issue 1
Spring 2002
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Preserving a Global Brand's Home-Team Advantage
Lisa J. Donahue, Ted Stenger, Ernest M. Pelli, Nigel Robinson, Shapleigh B. Smith
Turnaround Management Mar 2002, 2002 (1) 60-63;

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Preserving a Global Brand's Home-Team Advantage
Lisa J. Donahue, Ted Stenger, Ernest M. Pelli, Nigel Robinson, Shapleigh B. Smith
Turnaround Management Mar 2002, 2002 (1) 60-63;
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