Monday morning, 5:45 a.m.: In production, the control system of a machine – which, in fact, is also a bottleneck in the process – undergoes total failure due to age and has to be replaced on short notice. However, initial research shows that the control system is no longer available as a spare part – neither from the supplier nor on the market. What is one to do? Director Wolfram W. Hackbarth and Senior Consultant Peter Kink address this issue.
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.
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?
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.
Germany will certainly enter into a recession as a result of the COVID-19 pandemic. Economic experts agree: Germany is in a state 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?
What will stationary retail look like in the future? Which hurdles will the fashion industry have to overcome, and how should medium-sized companies take advantage of the industry consolidation now? It’s time for the fashion industry to take a close look in the mirror, say Dr. Christian Gerloff of Gerloff Liebler Rechtsanwälte and Dr. Michael Meister, director at enomyc. Learn more in our expert interview.
It seems as if proven process flows must now be catapulted directly into the future! The COVID-19 pandemic is forcing many companies to rethink established work processes and realign their organizational structures. How do entrepreneurs gain clarity now? How do they manage their company correctly? What does it take to redesign departments and processes intelligently, and what new opportunities can companies now also offer themselves?
The corona crisis is changing the entire economic environment in which we live. Every day a new well-known name is in the press, which has filed for bankruptcy. At the same time, many healthy companies have to run up extremely high debts due to the crisis in order to survive at all. Will there also be international group insolvencies of large listed companies? Is the true wave of insolvencies still to come – in the years 2021/22?
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.
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? 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. Learn more!
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? To enable you to act quickly and reliably in the current situation, we have summarized the 8 most important recommendations and measures to secure your business in a compact file.