Restructuring

Usually the most frequent cause of reorganization measures by far is the impending illiquidity of the company, as well as lack of problem solving competency in the management. Technologies which are no longer marketable, insufficient profitability, as well as crashing markets and strategic wrong decisions of the management in the holding companies pose further relevant points.

It is essential to supplement deficits in the own competency spectrum, in particular the lacking of corporate and operational experience with external interim professionals such as Chief Restructuring Officer (CRO) / Chief Financial Officer (CFO) / Turn Around Manager or Reorganization Manager for example.

The involvement of foreign holdings, the merger of domestic companies with foreign ones, or the assignment of assets to foreign companies are more and more frequent measures under company law for reorganization.

In order to sustainably increase the profitability and the internal finance power of business areas and companies, a glance towards the future is just as important: to initiate strategic adjustment and growth e.g. through sales up programmes in order to sustainably increase the sales revenue. New growth is to be generated through concentration on the core businesses and core competencies.

Under great time pressure the development of additional confidence of employees or work council, customers, suppliers, banks and associates is required for the success of the Turn Around.