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Restructure and turn around companies.

What is it about?
Bran­ded car dea­ler­ship in crisis.

Chal­lenges:

  • High capi­tal expen­dit­u­re on sites results in high debt ser­vice burdens
  • Pro­fi­ta­bi­li­ty rather below avera­ge in recent years 2 of 5 sites high­ly deficient
  • One of three brands suf­fers from ongo­ing mar­ket ero­si­on and pro­du­ces los­ses, but is the DNA of the car dea­ler­ship company
  • Volu­me tar­gets of auto­mo­ti­ve manu­fac­tu­r­ers too ambitious
  • Below-avera­ge depart­ment results in aft­er­sa­les due to high per­son­nel costs 
  • Top manage­ment level over­staf­fed with three mana­ging direc­tors, high admi­nis­tra­ti­ve costs
  • Demons­tra­ti­on car fleet a key loss-maker in the New Car Division
  • Liqui­di­ty bot­t­len­ecks jeo­par­di­ze solvency
  • Cre­di­tor banks and manu­fac­tu­r­ers are ner­vous and ask the ques­ti­on of being

Pru­den­tes Approach:
  • Brin­ging com­pa­nies into a sta­ble late­ral posi­ti­on through short-term liqui­di­ty crea­ti­on and res­truc­tu­ring cre­dit from the house banks on the basis of the insol­ven­cy check in accordance with IDW S 11
  • Work­shop „Quo vadis Car dea­ler­ship — how do we beco­me more powerful?” with manage­ment and top performers
  • Making the busi­ness model more com­pe­ti­ti­ve through reor­ga­niza­ti­on app­raisals in accordance with the stan­dards of IDW S 6 
  • Deve­lo­ping a new site con­cept leads to the clo­sure of a plant 
  • Stan­dar­diza­ti­on of the Aft­er­sa­les pro­ces­ses based on the fin­dings of the was­te analysis
  • Sales reor­ga­niza­ti­on by brand (brand manage­ment) in coor­di­na­ti­on with manufacturers
  • Volu­me reduc­tion in coor­di­na­ti­on with the manufacturers 
  • Res­truc­tu­ring con­tri­bu­ti­on by employees in con­sul­ta­ti­on with works council

  • Reduc­tion of the manage­ment level

    Results:

  • Cre­di­tor banks made res­truc­tu­ring con­tri­bu­ti­ons through fresh money, loan res­truc­tu­ring, gran­ting of res­truc­tu­ring inte­rest rates
  • Auto­mo­ti­ve manu­fac­tu­r­ers signi­fi­cant­ly redu­ced their volu­me targets 
  • Ear­nings plan main­tai­ned in first year of reorganization
  • Ear­nings tar­get excee­ded in second year of restructuring

Res­truc­tu­ring con­tri­bu­ti­on of the cre­di­tor banks

Reduc­tion volu­me tar­get by OEM

Pro­fi­ta­bi­li­ty increase within 2 years

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