Was passiert, wenn Lieferketten stocken oder unterbrochen werden, wissen spätestens seit der Corona-Pandemie viele Unternehmen. Resilienz lautet nun das Gebot der Stunde. Doch ein neues Lieferkettendesign ist aufwändig und teuer, viele Mittelständler scheuen den großen Wurf. Wie sich die Lieferkette auch mit wenigen operativen Maßnahmen robuster und zukunftsfähig gestalten lässt, schildern enomyc-Director Dr. Tim Bauer und Partner Christian Zeller in ihrem Beitrag.
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.
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.
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.
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.
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?
‘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.
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?
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?