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.
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.
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.
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.
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.
