Many providers promise a lot – but not every “AI solution” delivers what it promises. Medium-sized companies face the challenge of distinguishing meaningful applications from mere marketing. Carla Dausend and Leonard Rampf show what really matters when getting started – and what mistakes to avoid.

Amazon, Walmart & others are already experimenting with stablecoins. But what does that mean for Germany’s mid-sized businesses?Stella Weisser and Tom Agsten explore how blockchain-based payment systems can offer real opportunities for SMEs and mid-cap companies – with benefits such as lower transaction costs, real-time transfers, and greater control over payment data.

High-performance battery storage systems are considered one of the prerequisites for a successful energy transition. Despite considerable gains in recent years, the market still offers significant growth opportunities—but also risks. Jan Holsten and Robert Schröder examine forecasts, framework conditions, and areas of application for battery storage systems in Germany.

The former monopoly on information held by sellers has given way to digital transparency. This has many advantages for buyers, but it also forces suppliers who want to grow to reorganize their sales processes. enomyc author Jan-Ulrik explains how the role of sales must change and what contribution it must make to successful customer acquisition.

Diversifying activities beyond the core business and generating new business in new economic sectors: even well-positioned SMEs fail to meet the challenges of new markets. What makes diversification so problematic? Is it the principle itself? Does diversification fail in certain specific sectors or simply in its implementation? Two experts, Stefan Frings, partner at enomyc, and Jochen Markgraf, partner at Seitz Rechtsanwälte, examine the issue from the perspective of performance economics and corporate law.

The European battery industry is in crisis: gigafactory projects have been put on hold and capacity has been reduced. Yet demand for high-performance energy storage systems continues to grow. How can this recovery be achieved? Our experts present three concrete solutions for overcoming the crisis and explain why it is crucial to make the right decisions now to ensure success or failure. Discover how the European vision for batteries can still become a reality!

With his “tar hammer” announced a few days ago, US President Donald Trump has exceeded even the worst fears regarding his trade policy. One thing is clear: German SMEs that sell their products all over the world will also suffer from the high tariffs. This is a good opportunity to further expand your own competitiveness, says enomyc author Jan Ulrik Holsten.

Donald Trump's return to the White House poses profound challenges for German SMEs. Trade barriers, geopolitical power shifts, and economic uncertainties are increasingly coming into focus. enomyc expert Jan Ulrik Holsten shows how SMEs should respond now—and what strategic opportunities are available despite all the risks.

Is this impression misleading, or are strikes becoming more common? Which industries are hardest hit? And how well prepared are medium-sized companies? “In my experience, not well at all,” reports Thomas Wahlig, a specialist labor lawyer, “but the unions are in the same boat.” This could make companies vulnerable to blackmail very suddenly. Companies planning restructuring should check their strike resistance very carefully in advance. How? With due diligence. We interviewed him.

Supply chain problems? This phrase is likely to remind many people of the coronavirus pandemic. Back then, it was primarily disrupted transport routes and production losses in the Far East that caused problems for German car manufacturers in particular. This time, it is the volatile situation in the supply industry. enomyc author Wolfram W. Hackbarth explains why their sandwich position is so dangerous for large suppliers and how manufacturers and large suppliers can take advantage of the wave of consolidation.

“I have never seen an OTC company in crisis that lacked pharmaceutical or product expertise,” says marketing and sales expert Peter Klein. “Most lack digital know-how and digital marketing expertise.” But what makes OTC products relevant? Why should pharmaceutical manufacturers see themselves as customer-centric companies? Insights and recommendations for action – now in an interview.

Automotive manufacturers and suppliers are facing the challenge of strategically realigning their production or engineering sites. High costs, increasing competitive pressure, and complex risks such as quality defects, production delays, or the loss of valuable knowledge make relocation a real test. With our expertise, we support you in identifying these challenges early on, minimizing costs, and ensuring smooth implementation. This allows you to not only secure production quality, but also your long-term competitiveness.

The decision is final: as of late October, the EU has imposed tariffs on Chinese electric vehicles. The reasoning? Excessive subsidies and unfair competition from China. Brussels has taken decisive action, despite strong warnings from the German automotive industry.Will the sector now face significant price increases and potential retaliatory measures from China? Could the demand for EVs be further suppressed due to these tariffs? And what impact might these measures have on Germany’s capacity for innovation? In this expert interview, we explore the scenarios currently under discussion in the German automotive and supplier industries.

For business owners to deem the sale of their company a success, a series of critical conditions must often be met: ensuring the company’s long-term continuity, preserving key locations, and safeguarding jobs as comprehensively as possible. However, in nearly all cases, achieving the highest possible price remains of paramount importance. M&A experts Henryk Ciesielski and Andrej Kirschke outline the strategic levers business owners can utilize to assess and optimize their company’s value, and explain how to maximize the transaction proceeds effectively.

In the first part of his guide to crisis prevention, enomyc author Jan-Ulrik Holsten explained the common patterns of corporate crises and the hurdles that must be overcome to prevent them successfully. One key challenge is transforming data into meaningful insights. In the second installment, he illustrates this process using the example of early risk detection systems, which play a crucial role in overcoming this obstacle.

Hydrogen is considered one of the key energy carriers in the effort to transform industry and transportation sectors to be climate-neutral. According to the German government's National Hydrogen Strategy, ten gigawatts of electrolysis capacity are expected to be built in Germany alone by 2030. This would meet one-third to one-half of the domestic demand and require an almost unprecedented scaling of current capacities. While many view this plan as completely unrealistic, enomyc author Wolfram Hackbarth sees opportunities.

The much-anticipated economic upturn, recently forecasted by some economists, seems to be on hold for now. The rising number of bankruptcies also does not suggest a trend reversal anytime soon. Estimates predict at least 20 percent more business insolvencies this year. From over 1,400 projects, we know that corporate crises don't happen overnight. They usually follow a predictable pattern, and many could be entirely avoided if management adhered to a few key principles and activated the right levers at the right time. enomyc author Jan Ulrik Holsten explains what is essential in this process.

At first glance, the German MedTech industry seems to be doing well. It appears crisis-resilient, innovative, strong in exports, and optimistic. However, on a global scale, its business development seems to be slowing down. What is troubling the MedTech industry? How is its innovative strength? What about its future? enomyc, in collaboration with the German industry association SPECTARIS, the trade association for optics, photonics, analysis, and medical technology, surveyed over 40 companies in the industry. On the mood, strengths, and key levers of the German MedTech industry: an expert interview with Christian Zeller.

Many companies have faced an existential crisis in recent months due to challenging economic conditions, Germany's unique structural situation, and the lingering effects of the COVID-19 pandemic. The situation has been further aggravated by sharply rising capital costs, heightened risk aversion among financiers, and debt obligations from the pandemic period. According to enomyc author Dr. Stefan Frings, multiple crises present the perfect opportunity for decisive action.

Many companies have faced an existential crisis in recent months due to challenging economic conditions, Germany's unique structural situation, and the lingering effects of the COVID-19 pandemic. The situation has been further aggravated by sharply rising capital costs, heightened risk aversion among financiers, and debt obligations from the pandemic period. According to enomyc author Dr. Stefan Frings, multiple crises present the perfect opportunity for decisive action.

"I have never seen an OTC company in crisis that lacked pharmaceutical or product expertise," says marketing and sales expert Peter Klein. "Most of them lack digital know-how and digital marketing expertise." So what makes OTC products relevant? Why should pharmaceutical manufacturers see themselves as customer-centric companies? Insights and recommendations for action - now in an interview.

The real estate sector is currently facing one of the most severe crises in its history. In the short term, few expect a genuine recovery. What can companies do now to escape the industry's downward spiral? Christian Kuhs, founder and Business Development at Nordantech, discussed this with enomyc founder and Managing Partner Uwe Köstens and enomyc partner and real estate expert Matias Otto on the #SHIFTHAPPENS Podcast by Nordantech.

What effect does the family factor have on change processes in family businesses? Our partner Dr. Tim Bauer researched this topic years ago. In 2012, he completed his PhD on "Innovation Processes in Family Businesses." Prior to that, he worked at the Chair for Family Businesses, advised young founders, and studied renowned family businesses from the German Mittelstand. That he now advises family businesses in transformation processes is partly because he himself comes from a family business and managed the company for a decade with his brother.

Relocation, reshoring, offshoring, and rebuilding: The geographical shifts of internationally producing companies resemble a busy puzzle. While BASF closes facilities at its German headquarters and invests $10 billion in constructing a mega factory off the coast of southern China, Tesla explores alternatives to production sites in China and Taiwan. Meanwhile, Stellantis plans to scale down its electric vehicle production in China, and Neura Robotics is returning to its German headquarters from China this year. The reasons for these production relocations vary by industry, from high factor costs and geopolitical risks to tariff avoidance.

Whereas crises used to be exceptional, they have become a constant due to the pandemic and wars. Currently, they are also prevalent in companies. enomyc founder and Managing Partner Martin Hammer has witnessed far more than a thousand companies in crisis – and has successfully led many out of it. A conversation about the causes and symptoms of crises, and the Tarragona Strategy, a proven concept not only in medicine.

The StaRUG x Leoni AG case is making history in corporate restructuring. Specifically, it represents a paradigm shift. According to the summary of the restructuring plan, the expected return for the shareholders affected by the plan in the next best alternative scenario was 0%. This has never happened before. How has this case affected restructuring practices since then? Who are the winners and losers? And what opportunities or risks does StaRUG hold for LLCs? Ralf Ehret, Partner and Head of Debt Advisory, provides insights.

Optimizing the product range involves far more than just updating the product and service offering. Rather, it is about drawing a sharp line between profitable and market-relevant products and those that tie up resources without generating corresponding returns. Anyone who dares to take this step should not shy away from complex processes, comprehensive data analyses and a structured examination of market dynamics.

"Human beings have three ways to act wisely," once taught Confucius. "First, by reflection, which is the noblest; second, by imitation, which is the easiest; and third, by experience, which is the bitterest." Is China taking the easiest path? And will it be bitter for Germany? How economic policy and SMEs might react to China’s economic trajectory is discussed by Christian Zeller, partner at enomyc, in this interview.

Many SMEs are being forced to optimize their operational processes due to growing pressure on earnings. What is often overlooked is the overhead area. Experience shows that many medium-sized companies in particular are lugging around unnecessary ballast. Yet there is enormous potential for reducing costs in the overhead area: 15 to 18 percent is not uncommon.

The European Commission wants to ensure greater fairness with a regulation to combat late payment in commercial transactions. It also wants to increase the competitiveness and resilience of SMEs. That sounds good, but it also has its downsides, according to Marc Fahrig and Ralf Ehret. The experts explain what companies should prepare for now.

Disruptive technologies such as genAI are becoming increasingly important in the business world. This presents the upper midmarket segment with the challenge of not only understanding these technologies as a trend, but also applying them in practice in order to best increase efficiency and innovative capacity. Concerns that the barriers to entry are too high for SMEs are unfounded, says head of innovation at enomyc and author, Franz Wenzel.

What do you think: What impact will artificial intelligence have on your life? Do you follow developments with risk appetite or skepticism? One thing is clear: AI is a pioneering technology. It triggers noticeable changes. And it provokes. Even myths. We spoke to Mario Trapp, Partner in Restructuring & Transformation and Head of Digital Strategy, about this. How does he himself use AI in professional practice? Should companies already be hiring Chief AI Officers? And which AI developments make even him uneasy?

EU Supply Chain Act: Are the FDP's veto and timing justified and helpful? What does the economy gain now - apart from perhaps time? We interviewed our new partner Dr. Tim Bauer. He himself comes from a family of entrepreneurs and believes that Regulations have increased significantly in recent years - also in terms of complexity. In addition, the EU Parliament often lacks an eye for SMEs. Why should companies still act proactively now? Why focus firmly on competitive advantages through clean business practices?

New technologies and ground-breaking innovations are topics that most of us would expect to find in Silicon Valley rather than in German SMEs. The long list of German SMEs whose products and solutions are in demand all over the world shows that this is not the whole truth. The secret of their success: above-average innovative strength. The Top 100 competition honours precisely such companies. This year, enomyc is also among the winners.

According to official figures, the turnover of furniture manufacturers and retailers fell by 5 to 7 per cent last year, with a drop of almost 12 per cent for living room, dining room and bedroom furniture. enomyc industry expert Marc Fahrig spoke to Jan Kurth, Managing Director of the German Furniture Industry Association (VDM/VHK) and Markus Meyer, President of the German Furniture and Kitchens Trade Association, about the causes of the crisis, current priorities and new opportunities.

It’s a horror scenario for any company: losing one your highest-revenue customers. The management wants to know how the loss will affect the operating result. The consequences for turnover, inventory, material and personnel costs also need to be identified as quickly as possible. In theory, this is the time for management control. In practice, however, this is often hopelessly overwhelmed.

There is currently hardly a statement from company representatives that does not contain a complaint about the lack of skilled workers and managers. While politicians are endeavouring to make Germany more attractive to qualified people from all over the world, the consequences of the shortage are becoming increasingly noticeable. For experts and business representatives, it has long been one of the biggest obstacles to growth in our country. “Lamenting doesn’t help, we have to take matters into our own hands”, is the credo of enomyc author Wolfram W. Hackbarth. No sooner said than done. He has developed a training programme for his SME customers that prepares career changers for their tasks as specialists and managers in a short space of time.

New kitchen, new bed, new desk: during the pandemic, but also afterwards, Germans have invested heavily in their own four walls. The good mood has now evaporated. In this interview, Marc Fahrig, sector and retail expert at enomyc, explains the reasons behind the turnaround and how retailers and industry can meet the challenges.

Forecasts are difficult, especially when they concern the future. What sounds so flippant and easy is often a great burden in everyday business life, as most decisions have to be made under great uncertainty. Nobody knows what the future holds and which decision will turn out to be the right one in the end. In their article, our enomyc authors Stefan Frings and Mario Trapp show how modern business intelligence and business analytics solutions can also help SMEs to make better-informed and therefore sounder decisions.

enomyc has reason to celebrate: what began as a two-man operation in an office overlooking the River Elbe has developed into one of the leading management consultancies for SMEs over the past 20 years. What was the start like 20 years ago? What have the founders learnt in the years that followed and what are their plans for the future? A conversation with Martin Hammer and Uwe Köstens about difficult start-ups, the power of mindset and sweeping your own backyard.

Sustainable corporate governance, also known by the abbreviation ESG, at first seemed to be a topic that mainly concerned large corporations. However, it has been clear for some time that, beginning in 2025, many medium-sized companies will also have to report on sustainability in accordance with the requirements of the so-called Corporate Sustainability Reporting Directive, or CSRD for short. What exactly will be expected of companies then? Can sustainability be measured at all, and if so, in what form?

People and companies in a state of emergency: Ralf Ehret has definitely experienced them. Over the past 30 years, the financial expert has helped hundreds of entrepreneurs get back on track. As our partner and Head of Debt Advisory, he is now building up a new business unit. What made him change sides after more than 30 years in banking? Why is integrity one of the go-to qualities of debt advisors? And how is it possible to develop a "growth mindset" despite having one's back to the wall?

In der Immobilienwirtschaft schien es in den vergangenen Jahren nur eine Richtung zu geben: nach oben, und zwar ganz steil. Doch Corona, Ukrainekrieg und die dadurch hervorgerufenen Lieferkettenprobleme haben den Boom ins Stocken gebracht, Material und Kapazitäten sind Mangelware. Wie geht es weiter? Welche Entwicklungen werden den Markt in den nächsten Jahren prägen? Dazu haben wir Matias Otto, Partner und Head of Real Estate, befragt.

During a corporate crisis, many things change, including the relationship between the company and its financiers. Internal regulatory requirements lead to changes vis-à-vis lenders' engagement strategies and new contacts. Communication requirements also increase in many respects. Those who fail to recognise this risk a communicative downward spiral and thus potential existential consequences. Why is correct crisis communication so crucial for a successful restructuring? And how does it work exactly?

Nine out of ten companies are victims of data theft, espionage or sabotage. Practically any company can become a victim, from a small tax consultant to a major international corporation. The extorted ransoms reach ever more dizzying heights and lead many a company into insolvency. Which actors and structures are behind the cyberattacks and, above all, how can one protect oneself? That's what we asked Andreas Persihl.

Cyber-attacks put the crown on polycrisis. They are extremely sophisticated and criminals are often several steps ahead. Experts have long known that attacks cannot be avoided. What matters is how companies react to them. "Incident response" instead of "headless chicken mode": How does that work exactly? What should be the first steps in an emergency? Philipp Seebohm from AON shares insights and recommendations from eight years of cyber risk management.

Our seven most-read blog articles since the beginning of the year: what do they have in common? Definitely advice and expertise: possible scenarios and smart strategies. Retrospectives on yesterday's mistakes and outlooks on tomorrow's business models. It's great to have you with us all this time! We thank you very much for your loyalty as a reader and wish you a relaxing summer break and inspired reading!

If somehow there is always a crisis, how do you deal with it? What skills do managers need to avert the crisis and how do they succeed in aligning an organisation as a perpetual motion machine? We talked about this with Prof. Dr. Henning Werner, Professor for Transformation, Restructuring and Turnaround at the SRH University of Applied Sciences Heidelberg.

"What kind of working environment do you want in order to stay motivated and work in an optimal way?" This question was the starting point for the renovation of enomyc's Stuttgart office. The newly designed rooms at our familiar location at Kleiner Schloßplatz 13 are now officially open. An inviting ambience, flexible and usable workplaces and state-of-the-art technology reflect the company’s good understanding of New Work.

Port of Hamburg, spy balloon, merger with Russia, conflict with Taiwan: China is fueling the scepticism of its economic partners all by itself, say some. The China bashing is exaggerated, say others. But one thing is certain: China's strategy is not leaving Germany unscathed. Can things continue as they are? Is decoupling the answer? And what would the "golden mean" look like? Three scenarios with Martin Hammer.

Christmas and the turn of the year are a time for reflection. The last few years have been demanding for all of us in many respects, both in business and in our private lives. We would like to thank you, dear readers, dear business partners and especially our experts, our colleagues and our editors for your continued support and the always high level of interest in our interviews, professional articles and podcasts.

2022 was a difficult year for many companies. While the Corona pandemic in the form of fragile supply chains has not quite been overcome even after almost three years, galloping energy costs, rising interest rates and a threatening shortage of staff are creating new, additional risk factors. An interview with Martin Hammer and Uwe Köstens about the current situation, the outlook for 2023 and why restructuring experts are often "buzzkills".

It's not technically that far yet, but it shouldn't be long before Germany is "officially" in a recession. According to many economists, the country is facing a major wave of bankruptcies. Young, innovative companies in particular are acutely threatened by a lack of reserves, high energy prices and the slump in demand. But does this forecast stand up to closer scrutiny?

Mergers and acquisitions are always a difficult task. When they take place on an international level between several countries, all with a different business approach, the shovel becomes much wider. What skills are needed to handle the task professionally? And looking at current Franco-German relations: Does M&A have what it takes to positively influence the economies and politics of both countries? A conversation with Ian Kayanakis, Managing Partner France, and Head of Corporate M&A at enomyc.

From SAP Hana to Scams: Almost everything is involved. New means, such as digital transformation, but also new challenges, such as cyber attacks, do not leave the role of CFOs cold. Will the CFOs of the future have an additional mandate? Will they also need cutting-edge digital skills? Or even a split of their role? Markus Oberndorfer, director at enomyc, talks about this.

We are in the midst of the energy crisis, watching prices skyrocket and the recession is already upon us. The rule for companies is that they must pass on the increased factor costs to the market, but at the same time radically reduce their costs. What should be the primary focus now? What options are available to companies, and which areas of the company are crucial for overcoming the crisis?

The energy crisis, skyrocketing raw material prices, disrupted supply chains and a chronic shortage of skilled workers are presenting the German automotive and supplier industry with unprecedented challenges. Small and medium-sized suppliers specializing in combustion engine drive components, chassis and C-parts in particular must fear for their future.

Cheap gas, cheap living, cheap money: A large proportion of Germans are only used to growth and prosperity. Boomers helped build the prosperous state, millennials were born into it. And now? The fat years seem to be over. The familiar formula - higher, faster, further - no longer works. What are the new parameters for growth and prosperity? And how should we respond to them? A conversation with Martin Hammer.

While many are still on holiday or have just returned nicely refreshed, the buyers of the large car manufacturers and their "opponents", the sales professionals of the suppliers, have long been warming up for the upcoming price negotiations. This year, the talks are likely to be particularly difficult because many small and medium-sized enterprises (SMEs) are in deep water. However, giving up is not an option.

Since then, our editors have conducted more than 30 expert interviews in which experienced industry experts have shared their insights. These include Rita Herbers from Hamburger Volksbank, economist and psychotherapist Bessie Fischer-Bohn, Holger Rabelt from Commerzbank AG and many more. To mark our third anniversary, we have put together a selection for your summer reading in the form of our Editor's Pick: Reading highlights that have been particularly well received.

What’s more the crisis mountain of supply chain stoppages, material and personnel shortages continues to grow: high energy and material costs are looming. "A toxic cocktail," is how Uwe Köstens, founding partner of enomyc, sums up the situation. Crisis is his business: he has been advising on SME issues for more than 22 years. But how can companies manage a less bumpy landing in the new reality called "crisis"?

The disruption of global supply chains was seen as a short- to medium-term problem when the Corona pandemic struck home. Since the outbreak of the Ukraine war at the latest we now know things will never be the same again. This makes initiating a few key measures at operational level all the more urgent. These are simple to implement, but vital for dealing more flexibly with the new uncertainty.

Mentorship seems to be on everyone's lips at the moment, despite it being basically nothing new. And indeed, one mentorship model is disrupting the classic old-teach-young method. It's known as "reverse mentoring" and with this the Golf generation learns from the zoomers, the boomers from the millennials - vice versa and across departments. At companies like Microsoft, the CTOs learn from the next generation, they say.

Material shortages, delivery stoppages, rising energy costs. Sustainability targets, digitalization and electromobility: the automotive industry is under pressure to transform like almost no other. There is no choice in this. It is compelled to transform itself, must reinvent itself, must question the tried and tested - such as network structures, contracts and sales systems - and it is doing so. A conversation with Jan Brandt, interim manager and expert for turnaround and new business models.

We are on the brink of Web 3.0: Decentralized, anonymous Internet, built on the blockchain. The age of cryptos, NFTs, DAOs and the metaverse has begun. The possibilities? Limitless, they say. But what exactly is the metaverse? What effect does it have on businesses? An outlook with Franz Wenzel, Director at enomyc.

Are your scrap levels too high? The machines all running at optimal capacity? Have customers paid on time? Controlling your company based on defined KPIs can be a challenge without a dashboard. Senior Consultant Nantwin Apffelstaedt reported on this in detail in Part 1 of our "Dashboards" series. But how do you turn a dashboard into one that brings true impact to your company?

About 20 years ago, the first dashboards made their way into German companies. Today, these visualizations are considered indispensable for efficient corporate management, as they promise nothing less than comprehensive transparency at a glance. But in practice, it is often not that simple.

Casting from China and assembly from Eastern Europe were yesterday's news. Pandemics, lockdowns and a stuck freighter in the Suez Canal have taught us otherwise. What must the logistics of the future look like? How can Germany's economy become more independent and less vulnerable? How to adapt its logistics to climate targets? An outlook with Dr. Stefan Frings, partner at enomyc.

The Corona pandemic and its consequences, including disruption of important supply chains and shortages of materials, have plunged many companies into a crisis that threatens their very existence. Small and medium-sized companies in particular are having to contend with double-digit falls in sales and earnings. Companies that failed to prepare for the crisis in good times have been hit particularly hard. So it's high time to tackle the issue of preventive restructuring now.

Today's expectations of companies are unprecedented in their social and political dimensions, says our director Wolfram W. Hackbarth. Decision-makers in companies need to act quickly, but with deliberation and a clear concept.

We would like to express our sincere thanks to you, dear readers, dear business partners and, above all, to our experts and colleagues for your continued support and the consistently high level of interest in our interviews, technical articles and podcasts. The year 2021 brought further challenges, but also many opportunities. Let us also make the best possible use of the year 2022: 365 new days, 365 new chances!

90 percent of German companies are family businesses. Often with a long tradition and several management changes from generation to generation. These handover processes are often complex. "A family-internal company handover is of great importance for all family members," finds Bessie Fischer-Bohn. The economist, psychotherapist and executive consultant has been accompanying families through the leadership transition for many years. Why do those who don't normally sit at the conference table also have to come to the table? How can the Prince Charles Syndrome be avoided? And what do families typically ignore?

Long-successful companies repeatedly demonstrate resilience in crises. Christoph Scholl and Stefan Renken say tradition does not always equate to inflexibility.

The Corona pandemic has undoubtedly given digitization in Germany a major boost. But the momentum did not happen voluntarily everywhere. While young companies, in particular those with fluid structures and processes, are finding it easy to go digital, the comprehensive digitization of business processes is still meeting with resistance in many long-established companies.

Raw materials, labor, energy, transportation: everything is becoming ever more expensive. But that's not all: the rising costs of important input factors are endangering the profitability of companies. With our interactive inflation calculator, you can quickly find out just how much price increases are impacting your company's earnings and how price increases to your own customers can provide relief.

In the wake of the Corona restrictions, many companies have had to contend with falling sales while costs remained the same. As a result, their liquidity began to dry up and some even faced insolvency. At the latest in such a situation, liquidity planning is recommended. But there are many stumbling blocks.

If no investor can be found for an insolvent industrial company, the decision is made to close it down. In this case, however, "shutdown" does not mean an immediate standstill at the plant. Rather, it means a carefully managed phase-out of production. In order to achieve the best possible result for everyone involved - employees, customers, creditors and suppliers alike.

Integrated financial planning is indispensable for companies, says Jendrik Voss. It brings together all of a company's planning components and thus links the income statement, the balance sheet and the cash flow statement.

Distance Leadership and the skills that can now make it easier for managers and remote teams: We recently talked about this with our Head of Human Resources Dr. Axel Hermeier. But what are the skills that hiring managers are paying more attention to than ever before? After all, the changes in the world of business and work have opened new job profiles and changed old ones. The focus on the fitting talents seems to have sharpened.What is increasingly important to companies in the search for talent and in the hiring process? And - vice versa: What new demands are increasingly being made of jobseekers? A look at the new challenges in talent acquisition and recruiting with Dr. Axel Hermeier.

Baking is en vogue: since the lockdowns, when mainly flour and yeast were sold out in supermarkets, another habit has been established: People are buying more from their friendly baker next door, whereas the bakery-restaurant sector has declined.The "culprit" is the home office and resulting less crowded city centers, train stations and airports. The figures speak a clear language. And the signs? The signs are still clearly pointing to change.What opportunities should bakeries seize now, and how do they succeed in reorganizing operations professionally? Dr. Tim Bauer, Managing Consultant at enomyc, reports on four proven success factors.

Now that the supposed normality is returning due to the progress of the vaccination, we are hearing more and more often about cases in which employees would prefer to continue working in the home office, even post-pandemic. What are the opportunities and what are the limitations of remote management? Can a hybrid between New Work and presence culture succeed? And if so, which distance leadership skills are a must? An interview with Dr. Axel Hermeier, our Head of HR.

Burkhard Wittgen is a credit insurance specialist and member of the Executive Board at Aon Credit Solutions. In this interview, he talks about the dissolution of the protective shield on June 30, 2021, and the consequences for companies. What should companies do now? Which consulting services are currently more in demand than ever? What does the "average in the Suez Canal" case stand for and why should trade credit insurers urgently create a digital connection to their clients? Learn more!

The German Corporate Stabilization and Restructuring Act, or StaRUG for short, has been in force since the beginning of the year. It enables companies that are not yet insolvent or heavily indebted, but threatened with insolvency, to carry out pre-insolvency restructuring as part of an independently managed process. For many companies, this could well be an increased chance of sustainable and value-retaining restructuring.

What do top performers in marketing and sales do differently than other companies? How do they succeed in generating more sales and margins even under pandemic conditions? The first part of our series of topics focused on the paradigm shift in the procurement behavior of purchasing organizations. Based on discussions with managers from purchasing and sales departments as well as our project work, four central success patterns could be identified across all industries.

When a recession of almost historic proportions hit many industries following the financial crisis over 12 years ago, most companies were utterly unprepared. The same happened again to many companies last year. While the beginning of the COVID-19 crisis was marked by pure economic survival instinct, companies are now faced with the challenge of finding the right strategic position to emerge from the crisis. What is important in that context?

This year will make it clear just how well banks are able to cope with the consequences of the COVID-19 pandemic. According to some estimates, their most severe stress test since the global banking and financial crisis of 2007 still looms ahead of them. Against this background, we interviewed Holger Rabelt, Managing Director of Commerzbank AG. What does his new position as Divisional Manager for Corporate Reorganization and Restructuring entail? What has been a particularly decisive experience in his career so far? What developments does he expect for the economy and the banking sector and what measures does he recommend for companies and banks in the current situation? Read on to find out more.

The rules for successfully marketing products and services in B2B business have changed significantly in recent years. Digitization has not only changed the purchasing behavior of buyers, it has also opened up completely new and very promising marketing and sales processes.

German soccer is limping along. Games yes, but ghost games, meaning no spectators, which results in significantly less money. Even the ratings are falling, and with them the income from TV . "BVB half-year figures: 26 million Euro loss," headlines kicker.de , among others, on February 9. Soccer clubs are facing immense challenges. Turnarounds in an branch that is only used to growth: How does that work? What kind of rethinking needs to take place and what opportunities need to be seized? Read more in the expert interview with Michael Klatt, former CFO and managing director of well-known soccer clubs, and Philipp Piscol, Managing Partner of enomyc.

No foundries would bring everything to a stop: no cars on the roads, no spinning wind turbines or airplanes in the sky. Heating, plumbing, beer tapping would be out of the question and no windows or doors could open without handles. Recycling and upcycling ‒ they too are unthinkable without casting. The foundry industry, however, is also suffering significantly from the effects of the global pandemic. What are the biggest hurdles of the present for the industry and how can companies overcome them?

Congratulations to Aileen Sommer, Head of Business Development Telematics at LUIS Technology, Dr. Matthias Feistel, Managing Director of LUIS Technology and Franz Wenzel, Managing Consultant at enomyc, for receiving the "Best of Consulting" award from a competition put on by WirtschaftsWoche! Their joint project saves lives: LUIS Technology and enomyc have digitally enhanced the camera software-based turn assistant LUIS TURN DETECT® in such a way that accidents resulting from the ominous blind-spot turns can be avoided not only at the moment of danger itself: The intelligent system can now even function as an early warning system.

Challenge, encourage, and feedback - these are the three components of our mentoring program. Dr. Axel Hermeier, Head of HR at enomyc was a mentee himself, and thinks: "Mentoring programs are a necessity". Why especially in the consulting business? How do companies and employees in general benefit from mentoring? What is the concrete situation at enomyc, and what recommendations does Dr. Hermeier have for companies wishing to introduce mentoring programs? Learn more in our interview.

‘What do start-up and restructuring have in common?’, you may ask yourself now. And what do start-ups have in common with business consulting? „Quite a bit”, says our Managing Consultant Jendrik Voss, „because the know-how of experienced restructurers can put a business idea on such a solid foundation from the moment it is founded that it pays off and expands in the long term. ” Learn more about the four pillars that can help a business model achieve sustainable success.

The current crisis not only has a major impact on the liquidity of companies: It also affects their payment morale. The focus is on existing contracts - as well as on future business relationships. What options do entrepreneurs have in the event of their business partners going bankrupt? Which contractual clauses are important for existing and future business relationships?

Hans-Dieter Philipowski is an engineer and for more than 25 years, he has built cleaning plants as an entrepreneur in Europe and Russia. As the founder of ENFIT e.V. - International Association - Supply Chain Safety, he knows the grievances that prevail in the food transport industry and knows what risks can arise for consumers and companies. His innovative blockchain cloud-solution bulkvision is now able to account for the complete traceability of food transportation and raise food safety to a new level. For this, bulkvision was nominated by the networ, „Die Deutsche Wirtschaft“ for the "Innovator of the Year 2020" award.What exactly does the solution do? How do the food industry, trade, logistics and consumers benefit? And what did it take to develop such an innovation in the first place? Learn more in our latest interview with Hans-Dieter Philipowski.

Digitalization has become an indispensable part of our everyday life. It is becoming increasingly important for consumers and companies alike and is equally driving the demands of all to the extreme.In addition to the gigantic opportunities and market potential that digitization offers, it also presents companies with perhaps the greatest challenge since its inception. Be it with regards to services or products: innovation is required! But so are fast adaptation and intuitive operability.What do our digitalization experts observe at enomyc? What are the three biggest pitfalls that are encountered during the digitalization process? How can companies recognize them in time, and how can they avoid them?

With concepts like "just-in-time production", Toyota and its legendary Toyota Production System (TPS) have had a lasting impact on countless companies around the world. When it was introduced in the early 1990s, the Japanese manufacturing system established new standards and benchmarks for the automotive sector and other manufacturing industries. But today we know this legendary production system has to be closely woven into a company's DNA – its strategy, corporate and even national cultures. This takes time – something crisis-hit companies usually don’t have. Luckily, there’s ePS4x from enomyc.

Philippe Piscol, Managing Partner at enomyc, has successfully been driving the field of distressed M&A for 8 years with great energy. What has he come to expect: Will the number of insolvencies continue to rise? Will the complexity of cases increase? Is it worth investing now? The interview also deals with the main topics involved in distressed M&A: How do you achieve a smooth sales process? What is important in the network and last but not least, what is it that attracts him personally to distressed M&A?

The mighty Association of German Industry (BDI) recently said the country’s "export-oriented economy must prepare itself for difficult times” in the wake of the coronavirus crisis. In view of such gloomy forecasts, it’s always heartening to hear about companies that are flourishing in the crisis and making use of unexpected opportunities – serving customers that had been out of touch for a long time in considerable volumes. These companies should now strengthen these rekindled customer relationships with some new sales power.

Even before the outbreak of the coronavirus pandemic crisis, the German furniture trade was confronted with subdued economic prospects and declining overall sales. In February 2019 – incidentally, after a prolonged phase of moderate growth – the sector focus on furniture reported on the “downward trend in the furniture market.” According to this report, the German furniture market recorded a decrease of 1.3 percent in 2018. Sales fell to 19.9 billion euros.A good year later the surprise came: 20.55 billion euros in sales in 2019, according to the home in March 2020, but in the same month the lockdown forced stationary trade to a standstill, while online sales skyrocketed.

Manufacturing companies can also act as solution providers through digitization. RASTAL has done well in proving this with its Smartglass® concept. How can products be digitized in a tangible way and innovations be successfully implemented?We met RASTAL’s managing partner Raymond Sahm and the strategy expert Dr. Stefan Frings of enomyc for an interview: what did it take to develop a good idea and to transform it into a functioning product with a profitable business model?

The fate of our global supply chains has even occupied the tabloid press in recent weeks. As the coronavirus spread, it worried about empty supermarkets shelves, idle car factories, an entire economy on the verge of ruin. When an issue makes the leap from consultants’ presentations to, say, Germany’s Bild newspaper, the situation must be dramatic. But we shouldn’t tumble headlong into doing something – anything – to put things straight. The crisis has created different supply-chain problems for different industries, so we need different and sector-specific solutions.

The fate of our global supply chains has even occupied the tabloid press in recent weeks. As the coronavirus spread, it worried about empty supermarkets shelves, idle car factories, an entire economy on the verge of ruin. When an issue makes the leap from consultants’ presentations to, say, Germany’s Bild newspaper, the situation must be dramatic. But we shouldn’t tumble headlong into doing something – anything – to put things straight. The crisis has created different supply-chain problems for different industries, so we need different and sector-specific solutions.

The second part of our series of topics will therefore be devoted to service-based business models in times of crisis. What makes service-based business models particularly successful in times of crisis? Why is digitization an important driver for new service products, and how can services be developed in a customer- and value-oriented way?

While Germany is busy sewing fabric masks at home, closed stores, interrupted supply chains, staff cuts, and declining purchasing power are bringing the fashion market to its knees. Even before the coronavirus crisis, however, the fashion industry was in a critical state. Which mistakes from the past are now falling at the feet of fashion companies?

The Corona crisis is changing our entire economic life to date. Every day, there is a new household name in the press that has filed for insolvency. At the same time, many healthy companies are having to take on extremely high levels of debt as a result of the crisis in order to survive at all.Will there also be international group insolvencies of large listed companies? Is the actual wave of insolvencies not expected until later - into 2021/22? And aren't some companies currently taking advantage of the situation to implement long overdue restructuring measures?We interviewed Dr. Tjark Thies, a specialist in insolvency law at Reimer Rechtsanwälte. How does he assess the current situation and its effects?

Will COVID-19 aid only be available to companies that were healthy and profitable before the crisis? Uwe Köstens, managing partner at enomyc, sees the danger that only those companies that are healthy, according to the KfW’s terms of allocation and EU regulations, will be able to benefit from privileged financial programs. How does he see the current situation? How does he see the future, and what has the current situation prompted him to do? A commentary.

His legal advice and his experience as a restructuring expert are much sought after:enomyc CEO, Martin Hammer, conducted an interview with Dr. Lars Westpfahl, restructuring expert at the law firm Freshfields, about the economic effects of the COVID-19 crisis. The focus was on topics such as: Are the politics of cheap money taking their revenge now? Do only the systemically important corporations fit under the corona umbrella? Will the preventive restructuring framework now be implemented more quickly? And what can German SMEs expect? Learn more!

As we write this text to you, we have already received hundreds of calls. The number one question that most companies in the current Corona crisis are concerned about is: How do I lead my company safely through the crisis?

From the school desk directly to university or vocational training – in their search for a professional career, many students initially decide to take on an internship. What can be expected to be gained from this? And have your expectations in the field of business consultancy been fulfilled? We recently sat down for an interview with one of our interns, Levin Schily, who was at our company for three months. What tasks did we entrust him with? What were his highlights, what new insights was he able to gain, and how has the internship at enomyc influenced his future professional career? Find out more!

Imagine that a company is in a difficult economic situation. The annual result is deep in the negative and creditors are demanding their money back. The shareholders, who also have money invested into the company, are now considering waiving part of the (interest) liabilities of the company. That sounds like a good idea. But what would be the tax consequences of this decision? 

Expanding the service business appears particularly promising as an alternative way to increase earnings. But what does it mean in concrete terms to attach appropriate relevance to the service business? What implications does this have for corporate management and what is involved in the service strategy and expansion of the service portfolio?

Knowledge is power and this is especially true for knowledge about future developments. Those who know with a very high probability what will happen next are literally one step ahead of their competitors. Predictive analytics is a technology that aims to achieve precisely these insights. How does the process behind this technology work and how can companies use the data gained from it profitably for their own business model? Mario Trapp, senior consultant at enomyc, shares his insights with us.

Mergers and acquisitions: In nearly every instance the accompanying change processes trigger uncertainty among the affected employees - sometimes even a clear defensive attitude. Why is consistent post-merger integration particularly important here and how can companies get their workforce back on track in the PMI process?

The bakery industry is creaking under the continuous structural change that is taking place. New economic conditions, competition from food retailers and changing consumer habits are some of the reasons for this. How can bakeries take advantage of this structural change? Which consumer trends determine the market, and what opportunities are there today that could benefit the future of the bakery industry?

"How are we perceived as a company on the market? How well do we meet our customers' expectations today and where does our future business potential lie?" SMEs are confronted with these typical questions time and again. They often look for the answers in their own wealth of experience and rely on their knowledge of the market. But is that enough?

In many companies, the scope for improving profitability through cost reductions has become narrower. The implementation of efficiency improvements often requires great efforts on the part of companies. Price measures, on the other hand, are easier to implement and offer significantly better opportunities for a substantial but also sustainable improvement in profitability

The M&A analysis has been carried out, and the due diligence process is completed. How can companies achieve sustainable integration success? “With the right integration strategy,” says Florian Tretau, director at enomyc. What is the basis of a successful integration strategy, and which individual levels must be mastered?

Many entrepreneurs and managers associate high expectations with an acquisition. However, according to practical experience, these are often not fulfilled. What are the main reasons for this? Are there typical sources of error? How can entrepreneurs uncover them and achieve a sustainable integration process? Florian Tretau, director at enomyc, reports on the decision-supporting instruments of M&A analysis and due diligence.

Martin Hammer, managing partner of enomyc, comes from an entrepreneurial family and is himself a father and founder. What has his experience from over 300 handover projects with the family businesses taught him? When should entrepreneurs think about succession and become active about it? What are the most common reasons why succession processes fail, and which factors make a successful company handover possible in the first place?

The automotive industry is undergoing a significant transformation: new technologies are emerging; society and law are driving change; emission standards are being enforced; the automotive market in Germany is a temporary collapsing decline; and cell phone user behavior is also changing. Questions have arisen about the drive technologies of the future, electromobility, digitization, autonomous driving, and AI. How does the digital age influence customer thinking, and how can medium-sized car dealers in particular effectively adapt to it? Dr. Daniel Tomic, partner at enomyc, has dealt with the topic in more detail.

The golden days are over. In recent months, the International Monetary Fund (IMF), the OECD, and leading German economic institutes have once again revised the expected economic growth for almost all industrialized countries downwards.

enomyc was again part of the ICU Scholarship Final in Frankfurt. The scholarship of the QX-Quarterly Crossing Network of Excellence for students of all disciplines supports leadership talent by making them visible to top decision makers and by participating in various events. The QX network has been in existence since 1995 and now has over 2,000 members ranging from students to board members.

On January 21, 2019, we kicked off our road show at the SIDE Hotel in Hamburg. What was the message of our first event? K&H Business Partner has rebranded and is now enomyc.