Check-up
THE ESSENTIAL OBJECTIVE IS TO CREATE TRANSPARENCY
Entrepreneurs and their partners are often so closely involved in day-to-day operations, that faulty developments are not discovered at all or only very late. Our check-up basically serves to create transparency for all parties involved. In addition to a purely systematic analysis of company data, we focus on structural interviews with the management. In this way, conclusions can be drawn quickly about possible mis-developments and possible solutions can be developed. In addition to an absolutely discreet approach, we attach great importance to the cooperation between companies and the DRICON team.
- Continuous decrease in liquidity (Repeated expansion of credit lines, no or delayed repayment of funds)
- Decreasing earnings (declining operating result, operating deficit)
- Lack of transparency in communication with credit institutes and supervisory bodies (no clear corporate strategy)
- No insight into the order situation
- No availability of financial figures
- Growth potential is present on the product and market side
- Corporate structures must be made fit for growth
- Identification of malfunctions
- References to strategic deficits
- Restrict problematic business areas and processes
- Identification of value levers
- Disclosure of the company situation
- Improved assessment of default risks
- Decision-making support about prolongation or termination of credit exposures
- Thorough assessment of future company development
- Analysis of the economic situation (liquidity, earnings, operating capacity)
- Identifying the causes of crisis (Checking the central business processes)
- Identification of potential growth potential and growth path
- Forecast of future company development
Restructuring plan
SENSE AND PURPOSE
The initiation of a re-development process begins with the creation of a viable concept. A professional re-development concept basically fulfills several purposes. On one side, transparency for external partners, e.g. Financing banks is created, secondly necessary trust is regained. On the other hand, the rehabilitation concept, as a centerpiece, contains a detailed plan of action. This shows immediate measures which prevent further consumption of values.
IMPLEMENTATION OF THE ACTION PLAN
Furthermore, medium-term measures are defined which are intended to restore the economic viability of the company. Finally, recommendations are presented that enable a long-term recovery of the company. If a successful implementation of the developed action plan is possible at all levels, the restructuring concept contains a positive continuation forecast. This is compulsory due to legal reasons and forms the basis for all further re-devleopment steps.
- Changed market and competition conditions
- Acute strategic and operational need for action
- Significantly poor sales, earnings and / or liquidity position
- Positive assessment for sanitation
- Narrowing and prioritizing the problem areas
- Specific recommendations for operational management
- Improvement of management expertise through external know-how
- Detailed estimation of the costs and the duration of a turnaround
- In-depth forecast of liquidity requirements and medium-return
- Clear and controllable guidelines for company management
- Detailed analysis of the identified causes of crises
- Deduction of necessary sanitation measures
- Creation of integrated business planning
- Estimation of upside potentials and rehabilitation costs
Turnaround Management
EXECUTE THE TURNAROUND
Each concept is only as good as the actual implementation. Therefore it is of particular importance to us, to guide the operational implementation of our concepts.
On the one hand, it is useful as required activities often exceed capacity of management. On the other hand, certain measures can be implemented more efficiently by external experts. Particularly in the case of sensitive negotiations, e.g. with suppliers and financing partners, third-party support is more credible and often makes the difference.
Our consultants are extremely experienced in coping with corporate crises. They actively support the management and can tackle the measures both quickly and routinely.
- Restricted scope for management
- Need to realize cost reduction potentials
- Need for special know-how to deal with crisis situations
- Increased capacity required by the management for the turnaround
- Takeover of operational management functions
- Monitoring and controlling of liquidity
- Communication with customers, suppliers and creditors
- Check and update the restructure concept
- Relief of the company management by interim managers
- Introduction of effective controlling Instruments beyond the restructuring phase
- Regain competitive advantage
- Securing company information
- Improve management quality
- Ensure the implementation of the turnaround concept
- Reduction of default risks
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