Re:Act - Securing the livelihood in crisis mode
Even before Covid-19, the business and revenue models of owner-managed companies had come under severe pressure, driven by globalisation and technological change, especially in established industries. According to several experts, the Covid-19 crisis has reinforced and accelerated this development. The German Federal Government's supply of various immediate and special support programmes mitigated the immediate consequences and thus opened opportunities for action. Given the current uncertainties, securing the continued existence remains a top priority of many companies. Additionally, to securing the existing liquidity scope, it may also include the preparation of an immediate crisis intervention and the corresponding preparation of options in the event of a genuine crisis intervention.
- Creating conditions for restructuring options at an early stage
- Drawing lessons from the crisis: These central questions are now attracting attention
- Why 4C?: Creating transparency and planning reliability
Creating conditions for restructuring options at an early stage
However, the preparation of a restructuring basically means for the management to consider all possible options for crisis management at an early stage, i.e. as long as there is still room for negotiation, to examine them openly in terms of results. In particular, we are referring to pre-insolvency restructuring options within the framework of the ESUG. For guaranteeing this option, we regularly consult specialists and experts from our network under defined conditions in order to create the prerequisites for such an option at an early stage.
Whatever the circumstances, the aim is to secure the existence of the company in the long term by means of a viable business model and the resulting optimised organisation ("minimum viable organisation").
Drawing lessons from the crisis: These central questions are now attracting attention
- How can we improve business models to become more crisis-resistant after the experience of the pandemic?
- Which experiences should lead to a change in our organisation and how should they be effectively embedded in the culture?
- How can we generally become more agile, i.e. react more flexibly to necessary changes?
- What strengths can owner-managed companies develop from these experiences and make even greater use of them?
- How well prepared are we for the next pandemic / crisis?
- Which instruments and methods should the crisis teach us, and which should we not neglect in the future to recognise a crisis earlier or to be able to counteract more effectively?
- What precautions should be adopted to ensure the continued existence of the company during the crisis or to be able to react quickly in a crisis?
- Which are relevant options and their prerequisites as well as consequences to ensure the continued existence of the company during the crisis?
- Are there adequate additional sources of financing for the company and what conditions must be met?
Why 4C?: Creating transparency and planning reliability
We are the ideal partner for securing the livelihood in crisis because we take a holistic approach with a clear focus on safeguarding the company's existence and crisis management. At the same time, we stay on course with our deep understanding of all financial disciplines by quickly providing pragmatic solutions for creating transparency and planning reliability.
In addition to our understanding of the realignment of business models, we offer experienced consultants in our teams who can evaluate all options for overcoming the crisis in various roles and, if necessary, implement them with restructuring law experts.
Our clients place their trust in us in this sensitive area, particularly because they believe we understand the value of an entrepreneurial and substance-oriented management philosophy and live it ourselves. We are independent in our actions and have a clear and well-founded point of view and demonstrate courage and attitude in the interests of the company.
Contact our senior partners and company founders Stephan Grunwald and Hans-Martin Schneider and our restructuring expert Christian Neusser to get a first impression.
Our broschures for securing the livelihood in crisis
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Our experts for Securing the livelihood in crisis
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