We support companies and their stakeholders (banks, investors, credit insurers, the public sector) at various stages of the crisis.
The Independent Business Review (IBR) provides you with a quick, professional and independent presentation of your financial situation and a critical assessment of your asset, financial and earnings position. This report is an essential basis for discussions with potential investors.
Initial situation |
Economically turbulent times and the resulting possible crisis situations provide circumstances that require additional financial contributions/ top-ups from stakeholders. These scenarios create uncertainty and skepticism. In this situation, an IBR enables the greatest possible transparency and provides meaningful information for decision-making. |
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Addressees |
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Content |
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Result | Meaningful documents for negotiations with potential investors |
1. initial situation and framework conditions |
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2. situation assessment and corporate strategy |
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3. planning calculation |
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4. improvement measures |
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The prerequisite for initiating any remediation steps is the existence of a positive going concern prognosis.
Initial situation | In order to avoid the threat of insolvency, the legislator requires a positive going concern forecast prepared by an independent expert. This not only documents the current situation, but also serves as a basis for further negotiations with investors and other stakeholders in restructuring processes. |
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Addressees |
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Content |
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Result | Binding statement on the current economic situation and assessment of the future development of the company as a basis for conducting further negotiations and talks (in the case of a positive going concern forecast - restructuring controlling). |
1. analysis of the business environment and the status of the company |
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2. primary forecast |
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3. secondary forecast |
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4. assessment of the results |
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We support companies, shareholders as well as banks and other creditors in the assessment and management of corporate crises.
Initial situation & addressees | Crisis situations cause a variety of complex and existentially threatening consequences for companies. In close coordination with the management, measures are taken to overcome liquidity problems, stabilise the operative business, strategically |
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Content |
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Conclusion | Improvement of operational performance, rapid implementation of earnings improvements, securing liquidity, successful strategic market positioning. |
We help companies, shareholders as well as banks and other creditors to assess and manage corporate crises.
Initial situation & addressees | Economically turbulent times and the resulting possible crisis situations provide circumstances that require additional financial contributions/ top-ups from stakeholders. These scenarios create uncertainty and scepticism. In this situation, an IBR enables the greatest possible transparency and provides meaningful information for decision-making. |
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Content |
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Conclusion | New ownership structures with secured going concern. Improved shareholder value and earlier release of resources. |
1. determination of the future target status |
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2. structuring the situation and defining the roles of the parties |
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3. assumption of trustee functions |
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Operational control |
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5. coordination of information exchange |
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The next step after a positive going concern forecast is operational & financial restructuring.
Initial situation & addressees | In crisis situations, management, investors and other stakeholders need sound and reliable information on the strategic, operational and financial state of the company. In the context of operational and strategic restructuring, the aim is to improve the earnings situation, ensure short-term and long-term viability and (re-)establish the sustainable competitiveness of the company. In the context of financial restructuring, we develop and implement measures to free up liquid funds and strengthen the company's liquidity position. Furthermore, we provide support in discussions with existing and potential capital providers, suppliers, employees and the public. |
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Conclusion | Stabilising the overall operational and financial situation of a company and ensuring the implementation of the turnaround. |
1. analysis of the status to date and the crisis situation |
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2. status determination and review of existing programmes |
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3. elaboration, implementation and control of the defined remediation measures |
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4. ongoing coordinative measures |
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In consultation with management, we develop and define measures for staff restructuring and reduction during the restructuring and realignment of the company, based on the proven expertise of our restructuring team.
Initial situation & addressees | In the course of necessary restructuring measures, the adjustment of personnel costs in the form of capacity reductions or the adjustment of qualifications is usually also a frontline issue, in which a large number of financial, operational and (personnel) economic risks have to be taken into account. |
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Content |
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Conclusion | Reduction of reputational and motivational risks and thus securing the company's success or restructuring/turnaround |