Ensuring the competitive advantage.

If you want to know if you are still on the right track, sometimes it might be helpful to have look around. With an in-depth investigation and analysis of your competition, you can assess your competitors position, where they have their strengths and weaknesses in your special market situation. A deep analysis helps you decide better and implement effective strategies to ensure your competitive edge. We offer our clients an individual adaptation of the industry information – based on our platform system. From day one, we focus on the selection of the most relevant information for you.

We have access to the essential information of relevant companies and their decision-makers. Essentials fed by a variety of solid sources. The result is a „tailor-made-suit“ of company data, contacts and assessments of your competition. You will reveal who is the most valuable contact, receive semantically interpreted, up-to-date news and see events as well as the financial development – not only in key figures but also in their evaluation. All that at an individual, manageable pricing structure – according to your needs.

You have worked hard to achieve your success. Your company took countless hours – proverbial blood, sweat & tears. At some point, the question of what should happen to the company in future is inevitable. Who should take over? Because every change of leadership means a decisive change not only for the founder but also for the future sustainable development of the company. However, the exit from the company can also be carefully prepared through a series of well thought-out planning sections.

These are the soft factors that determine favorable outcome in the succession process. Beyond the facts the relationships between people and the company are crucially decisive. With our experience in the family-owned SME, we bring together the right people thus your company will be still successful in the next generation.

Mergers and acquisitions have something tempting, a bit of a wall-street feeling, a lot of imagination and a lot of colorful paper with a lot of complicated formulas, terms and figures. The sad end is usually a disaster. Depending on the industry, the flop ratio of „Merger and Acquisitions“ (M & A) is 50 to 80 percent. Various failures of culture and failed restructurings are blamed for the failure along the dramaturgy of the whole process. This applies not only to DaimlerChrysler but also to Eisen Karl & Co. KG. Many mergers and acquisitions, however, go wrong, because only apples are compared with pears. Among the silverbacks of negotiations, the key figures of the other party at the table are grinded until a lousy compromise and the lowest common denominator remain. Explanations are usualy impressive factors, which are „unfortunately so not foreseen“, for example different company cultures or a restructuring failed due to the employees. A third failure factor, which occurs far more frequently, according to Handelsblatt in one hundred per cent of the default cases, is rarely discussed, because it takes place in the comfort zones of the management in the absence of the public: mergers and acquisitions come to a halt because they are in best cases conducted just in „contact flight mode“.

On the basis of the last three annual financial statements as well as some additional information, in particular regarding the persons acting, we derive a company value. A detailed analysis of the results and the balance sheet completes the calculation of the value. The procedure is standardized and allows for a truly objective comparison.