Word: dunlap
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...management suited to the task at hand? "Chainsaw" Al Dunlap drove Sunbeam's stock up fourfold last year by doing what he had done so well at Scott Paper and other firms: slashing costs. But Sunbeam's share price collapsed when he tried to push the business's growth. Two weeks ago, when CBS tapped Mel Karmazin to be CEO, replacing Michael H. Jordan, CBS stock jumped. But it wasn't so much a bet on Karmazin as a sigh of relief that Jordan was leaving. Under Jordan, CBS has run last among the big networks. But can Karmazin...
...Does management deserve a second chance? Put Dunlap in charge of a bloated company in trouble, and I'd buy the stock. (I'd also sell it within a year.) I also believe Henry Silverman, CEO of the marketing firm Cendant, will fix things in the wake of a disastrous merger with CUC International. His may be the ultimate display of agility. Silverman is selling chunks of the company he built, which is now worth more in liquidation than its value in the market...
...Perelman. Levin's selection is no accident. On March 2, Perelman sold Coleman to Sunbeam in a stock swap, and he is now Sunbeam's second-largest investor, with a 13% stake. The largest is activist money manager Michael Price, who controls 17%. As a measure of how quickly Dunlap's career unraveled, Price only two weeks earlier had publicly, emphatically supported Dunlap. But he became as willing as anyone for the ax to fall...
...hindsight, there were warnings. A Barron's article in the June 8 edition questioned Dunlap's accounting methods, and a FORTUNE article with the same date suggested that his job was in jeopardy. Another bell ringer might have been massive selling by insiders at Coleman in March, beginning only days after the company agreed to be bought by Sunbeam. The Coleman folks had to sell, or lose, their stock options. But by moving so quickly, they bolstered the view that Dunlap had grossly overpaid. Indeed, nine Coleman insiders, including Levin, cashed out 581,000 shares, according to CDA Investnet--near...
...wasn't supposed to end like this. Coleman and two smaller deals were part of Dunlap's plan to build and to prove he was more than a one-trick pony. But the circus left town without him, and he perhaps learned that restructuring a company and restructuring consumer demand are two very different tasks...