• A long-standing, family business with a reputation of a leading footwear product.
• Large customer – 85% – the IDF.
• Other customers – 15% – local market.

Organization’s status – lack of job descriptions; unreasonable appointment of CEO; emotion rather than logic controls ongoing work; problematic personal relationship within the family (son versus brother-in-law); miscorrelation between organization size and scope of sales – production capacity is 4 times the actual sales capacity.

All the above have resulted in the collapse of the plant, appointment of a receiver and preparation of a recovery plan.
In the course of 9 months the following actions have been executed:

• Change of the mix in favor of domestic, civil market + export
• Cutting down equipment and infrastructures and adjustment to sales capacity
• Definition of gauges and targets on customer/product/agent levels
• Participation in tenders of institutional clients – Egged, El-Al, Bezeq, the Israel Electricity Corporation, Israeli Prison Service.
• Acquisition of models from an Italian designer for the purpose of participating in export exhibitions.

End result
The company has undergone a recovery process and continues its activity in the market.