Until 2022, Peloton Interactive, Inc. had been focussed on keeping up with unprecedented demand. However, by early 2022, the company’s fortunes had turned. Despite layoffs, cuts to capital spending, and price reductions, more dramatic changes were required. The company appointed a new chief executive officer in February 2022, who wrote a letter to shareholders three months later outlining the steps taken to stabilize cash flow, get the right people in the right roles, and return the company to profitability.
Peloton Interactive 公司：艰难的转机之路 Peloton Interactive, Inc.: The Rough Road to Turnaround (Simplified Chinese version)
David Wood, Cam Buchan
Product #:W34663
Supplier:Ivey
Discipline:Finance, General Management
Setting:Germany, Taiwan, United States, China, 2022
Subjects:
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Learning Objectives
- 评估提议变化对陷入困境的公司的影响;
- 预测未来变化对处于危机中的企业的影响;
- 制定一个全面的计划以重振处于危机中的企业。
This case can be used in an operations or strategy course for senior undergraduate or graduate students. It can be used to introduce the topics of a turnaround or to reinforce the fundamentals of managing a business in crisis. This case is also an ideal case to co-teach with a faculty member teaching finance, restructuring, or crisis management. In this case, students will be challenged to critically examine the plan to revive Peloton Interactive, Inc. If they believe the new chief executive officer’s plan is insufficient, the students will have to determine a new course of action to revive the company. After working through the case and assignment questions, students will be able to
- assess the impact of changes proposed on a destressed company;
- forecast the impact of future changes to a business in crisis; and
- develop a comprehensive plan to revive a business in crisis.