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One comes, one goes – and if one doesn’t go, one is too many. This statement already says a lot about why succession in family businesses is demanding. It takes a successor who is willing to take on responsibility and it takes an entrepreneur who is willing to put responsibility in the hands of his successor. The path to succession is crucial because it involves answering many questions. Systematically addressing the issue of succession in the company at an early stage ensures success – even if the result will most likely be different than expected.

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Sooner or later, undesirable developments in a company become apparent in its earnings situation. Once there, it is usually only a matter of time before the company’s liquidity is also affected. So, if there are negative deviations in sales and/or earnings compared to corporate planning, if the results are below those of comparable companies or even negative, it is imperative to take countermeasures. Precisely because time is usually of the essence in such cases, it is crucial to proceed thoroughly and professionally.

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We burn for medium-sized businesses – and for a delicious BBQ after work. That’s why we rounded off our consulting meeting with a joint barbecue evening among our colleagues. Food, view and atmosphere were perfect. THE MAK`ED TEAM meets every two months at one of our locations to exchange information and develop topics together. For the first time, the team met in our new premises in Nuremberg on August 11 and duly inaugurated them, including the roof terrace.

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It is increasingly important for medium-sized companies to meet sustainability criteria and to make this visible. In the overall economic structure, they are always part of a larger supply chain and thus bound by the sustainability requirements of other stakeholders. Demands on SMEs also come from banks and insurance companies. This is because the ESG criteria that a company implements are playing an increasingly important role in the financial sector against the backdrop of sustainable finance and are important when lending to an SME. In addition, the expectations of customers and employees are becoming increasingly concrete. But how specifically does an SME go about thinking, acting, and deciding in terms of sustainability? The topic of sustainability is complex. There are 20 important sustainability criteria, which include, for example, “innovation and product management”, “resource management” or “employee rights”. Therefore, the key question is: Where is the topic of sustainability relevant in the company at all?

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No question about it! In economically uncertain times, many companies are susceptible to crises. Now is the time to take special care in risk management. In times of energy crisis, Ukraine conflict and supply bottlenecks, very few companies know what tomorrow will bring and drive on sight. However, anticipating the development of one’s company is crucial, especially in volatile times, in order to recognize crisis indicators in good time and largely avoid a crisis that could threaten the company’s existence. The StaRUG has made this a corporate duty. The Stabilization and Restructuring Framework Act, which came into force on January 1, 2021, aims to protect companies from insolvency and support them in a restructuring process through various instruments. Permanent planning and transparent risk management are mandatory components in the entrepreneurial toolbox. This enables management to assess how the company is developing at any time and to identify crisis indicators before the crisis makes big waves.

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There is no doubt that the global economy is currently facing major challenges and upheavals. But no matter how global trade and economic relations develop: For all companies with plans for growth, internationalization is on the agenda sooner or later. Opening up new markets is as exciting as it is challenging. A smart approach is the key here. We have already supported many companies in their internationalization and know the enormous opportunities. And also the hurdles.

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Succession is everything. Sooner or later, every company will have to face it. And for many SMEs in this country, in the not too distant future. According to estimates by the Bonn Institute for SME Research, around 190,000 company successions are due to take place between 2022 and 2026 because the management is leaving. The figures vary greatly from state to state – Bavaria, North Rhine-Westphalia and Baden-Württemberg are most affected. Due to demographic factors, the number of handovers per year tends to increase. Since most companies are family businesses, the internal family handover is the number one succession solution. But what happens if there are no competent descendants willing to lead the company? Then there are two options: Management buy-in (MBI) and management buy-out (MBO). What sounds complicated is actually quite simple: In an MBI, the company is sold to an external management, i.e. to a third party. And in the case of an MBO, the company is sold to management from within the company, for example to the management or employees. Whether the succession can be arranged within the family, within the company or outside the company, and which succession solution is best in each case, depends on the individual factors of the company.

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Does HR management still handle a lot of time-consuming, administrative work? Then it’s high time to change that. Societal changes such as the shortage of skilled workers or digitalization are presenting human resources management (HRM) with a major change process. HR must continue to evolve – just like all other areas of business. And technologies make an important contribution to this development. Digitization makes many of the processes more consistent, transparent and error-free. It is a must for all companies that want to develop positively and ensure future-proof HR management. In the HR area, the right software can take away many administrative, time-consuming processes, so that HR managers can devote more time to their employees. And the employees themselves also benefit in many ways from digitized and individualized processes in their everyday work. But as often as one hears and reads about the need for digitalization, so little has actually happened in many companies.

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ESG is not a trend, but the way to responsibly shape the future. But what about ESG compliance in your own company? ESG stands for Environmental, Social and Governance and medium-sized companies are confronted with this in many areas. A sustainable ESG concept helps a company to define and achieve its sustainability goals, to be attractive to banks and to increase the value of the company. When developing and implementing such an individual concept, many questions arise that need to be clarified. A systematic and structured approach ensures the necessary transparency here.

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The shortage of skilled workers continues to worsen. New employees are desperately sought across all industries, and it has never been more important for companies to retain their employees. At the same time, many transformation processes are changing the demands on employees, work models and corporate processes.

It is well known how difficult the current framework conditions are for the HR sector.

Those responsible are responding to all these hurdles by rethinking HR management. An appreciative work culture among employees and positive interaction are crucial to success and are top priorities for contemporary HR managers. After all, only companies that stand out from the competition with particularly attractive working conditions and a positive employer image, that successfully implement important transformation processes and establish forward-looking HR models and new ways of working have a chance of attracting good personnel.

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