What we offer
- Quick Check
- Tournaround Concept
- Management Service
Why Turnaround Management!
Turnaround performance management is becoming more necessary when it is forced by the economic situation, there are revenue shortfalls or by the dissatisfaction of the customer base, which calls for the long-term. It is crucial in this situation forever, how, and above all, responsiveness to an existing power deficit. The later is countered, the more difficult it turns out, the trend to initiate and achieve rapid results.
For many companies deteriorated dramatically because of the current economic crisis, the earnings and financial situation. Companies in crisis situations face unique challenges. Often these phases through grueling internal discussions about the possible causes of the crisis, marked lack of clarity about the necessary counter-measures, doubts about the future prospects and critical discussions with banks and investors about the economic development and financing. Are now targeted, demand quick decisions and efficient response.
From our experience, performance management are equally applicable to technical and operational processes to administrative processes. The approach is the systematic presentation of the entire process, the investigation of the process capability of individual process steps and to the balanced performance measurement processes (Key Performance Indicator).
Quick check
The analysis of the collected data leads to the development and introduction of the improvement process and ultimately to anchor and control of the new overall process.
The focus of RSManCons® work is on the following questions:
- What products / product groups,
- Which customer / client groups
- Which regional / international markets
- Which distribution channels
- The company yesterday, today and tomorrow
- Which results
- What are the causes of this development
The answer to this question forms the basis of the strategic (re-) orientation of the company.
Tournaround Concept
Increases in revenue, higher rates of client satisfaction, and significant savings in operating costs are some of the benefits to an enterprise. Proponents emphasize that technology should be implemented only in the context of careful strategic and operational planning. Implementations almost invariably fall short when one or more facets of this prescription are ignored:
- Poor planning: Initiatives can easily fail when efforts are limited to choosing and deploying software, without an accompanying rationale, context, and support for the workforce. In other instances, enterprises simply automate flawed client-facing processes rather than redesign them according to best practices.
- Poor integration: For many companies, integrations are piecemeal initiatives that address a glaring need: improving a particular client-facing process or two or automating a favored sales or client support channel. Such “point solutions” offer little or no integration or alignment with a company’s overall strategy. They offer a less than complete client view and often lead to unsatisfactory user experiences.
- Toward a solution: Overcoming common thinking. Manager advise organizations to recognize the immense value of integrating their client-facing operations. In this view, internally-focused, department-centric views should be discarded in favor of reorienting processes toward information-sharing across marketing, sales, and service. For example, sales representatives need to know about current issues and relevant marketing promotions before attempting to cross-sell to specific clients. Marketing staff should be able to leverage client information from sales and service to better target campaigns and offers. And support agents require quick and complete access to a client’s sales and service history.
RSManCons® assist companies in addressing these challenges and sustainable improvement in their earnings and financial situation. We support the profitability and efficiency of individual areas or processes to the creation of redevelopment concepts and implementation of comprehensive corporate restructuring. If necessary, we also assume operational responsibility in interim management roles.
From Turnaround to Best Practice companies-in our projects, we combine restructuring and financial know-how with our Lean and Best Practice backgrounds. This work restructuring and Lean consultant hand in hand. With the approach of “lean processes rather than pure cost cutting”, we achieve fast and lasting results, especially in the implementation of revenue enhancement and rehabilitation concepts. We assist companies with different economic starting position on their way to Best Practice.
Your Benefits
You receive within a short timeframe, a transparency with a technically sound and objective assessment of your situation. This includes the identification of vulnerabilities and their causes, and in particular the creation of custom solutions and routes with evaluating the economic consequences. This provides a solid foundation for management and committee decisions. Our strength lies in the consistent implementation. To realize rapid, measurable results. The systematic application of Lean principles, thereby ensuring the future sustainability of implementation success.
RSManCons® provide
- Holistic Restructuring, Company successfully rehabilitate
- Remediation reports – full transparency standard promulgated pursuant to create
- Integrated Due Diligence – Commercial, Financial and Operational create DD
- Business Plan Review – plausibility of the assumptions of the business plan
- Corporate strategy – positioning to align newly competitive
- Sales – optimize product portfolio and sales prices defend / increase
- Were used – optimize purchasing conditions specifically
- Processes – raise efficiency reserves and reduce non-value adding activities
- Liquidity – ensuring solvency and cash forecast work
- Financing – We make financing structure
- Balance sheet – do not reduce operating assets and working capital
Management Service
New business recovery despite tougher market conditions, a drastic improvement in earnings and liquidity position, trouble shooting in production start-ups, short-term solution to quality problems or crisis management with unreliable suppliers are common problems that can not be under the daily business coverage by operational management. Often lack the necessary capacity on the one hand and the other is the specific expertise required for the targeted solution to these problems. Especially in cases of special requirements for neutrality restructuring, financial expertise and project management capabilities are provided, which go beyond the normal operational management activities.
We take over as interim manager operational responsibility to define and achieve specific business goals, solve difficult and time-critical tasks and lead change processes.
RSManCons® can afford by the background of our experience and our specific expertise BestPractice a significant profit contribution. We integrate it fully into your business organization, but always keep in the impartiality and objectivity and direct the action consistently to achieve objectives.
Your Benefits
RSManCons® reinforce your own management team with interim professionals that specific expertise and management experience. This will give you one for the necessary substantive input to the implementation of change processes and on the other hand, the temporary additional capacity to the concentrated solution of the task. Mancons® managers keep you and your hands free to deal with the management of daily business.
RSManCons® provide you to help to collect data, analyze the collected data leads to the development and introduction of the improvement process and ultimately to anchor and control of the new overall process.
- Interims-Vorstand /-Geschäftsführer – take over top management responsibility
- Interims-Bereichsleiter /-Werksleiter – important change processes lead
- Interim technical expert / key functionaries – solve operational problems
- Interim Task Force Manager / – Project Manager – manage critical projects