Interview with Detlef Specovius, specialist lawyer for insolvency law at Schultze & Braun
When an insolvency administrator comes to the company, it is usually already ablaze. The employees have already noticed weeks or months ago that something is going wrong and fear for their future. But no company gets into insolvency without a reason. Often, performance-related problems have not been eliminated for years.For the insolvency administrator, the task now is to mobilize forces and motivate employees. In order to keep customers satisfied, the quality and delivery reliability must be at least as high as outside the insolvency proceedings. No manufacturer will permanently commission an insolvent company out of pity. This is particularly difficult in production. Here, in particular, experienced interim managers are needed to avoid a high level of sick leave or to prevent acts of sabotage in production.
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. 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.
Has the lockdown, contrary to all forecasts, also awakened your buying mood? Especially online and with investments for within your own four walls? Studies show: The lockdown has led above all to an increase in online purchases of furniture. For Jörg Balz, partner at enomyc in Berlin, this is reason enough to take a closer look at the background, the changing consumer trends, and their effects on the furniture market of the future. Which developments will have a lasting effect on the furniture industry, and which levers should be used now?
We moved - the lockdown has further fueled the idea of optimal working conditions in times of New Work. About two years ago, we had already started working intensively on our office of the future. We moved in on the 1st of May 2020. You are now welcome to take a look around!
„Facing a wave of Insolvency without a plan“ read a recent headline by the Handelsblatt. Do the participants of our podium discussion share this view? Five respected bankruptcy experts squared up to this statement in a workshop arranged by the Institut für Prozess- und Anwaltsrecht (IPA) and the law firm ECKERT Rechtsanwälte Steuerberater.
While the demand for garden furniture is rising, Lufthansa is waving the “homecoming guarantee” flag, clearly demonstrating that homogeneous customer needs can be identified and translated into intelligent and profitable services, especially in times of crisis. Which service has inspired you most recently and why? How can the service business be organizationally anchored in the company, and what requirements result from this for service sales?
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?
The coronavirus crisis has not created a supply chain problem – it has created thousands of different types. The various supply-chain systems, the different sectoral structures, the peculiarities of each company mean there are many different weaknesses. Our ten-point plan shows companies how they can deal with their very specific supply-chain problems.
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.