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Turnaround in a changing market

A case of reorganization and succession The Problem A well-established manufacturing company producing components for the automotive industry and other sectors. The company was founded in the early years following WWII and is currently run by the second generation of the founding family. The company enjoyed steady growth, relying solely on its own resources, until the 2008 crisis. Since then, it has seen falling revenues and years closed in loss, together with short-term financial distress.…

Starting from scratch with a new business idea

A new telephone service based on internet and advertising The problem A young entrepreneur, with a background in sales and marketing in a textile company, reaches out to Contract Manager thanks to the recommendation of a well-known headhunter in Milan. His problem is quite simple: he needs assistance in drawing up a business plan to launch a new venture. The idea is aligned with the growth of the internet, search engines and mobile phones. His…

Fast restructuring of a mid-sized Italian company controlled by a foreign multinational

The Problem  The company has been active since the 50s in the printing machines sector.  For some years now it has belonged to a multinational group. Up to 2004 it was the only company in the group to work with three product lines, and for the last six years it has made losses. When the group acquires another company in Italy, and transfers most of the company’s business to the newly acquired firm, the need…

A radical makeover, enhancing product, image and human resources

Problem The client is a British group offering training services to the corporate market. It is going through a period of severe crisis. The Italian affiliate has made losses for several years, despite their excellent reputation and market recognition. The company is oversized, costs are out of control, efficiency is poor and it is failing to promote its services adequately. As a result, the financial situation is under stress. Before recapitalizing the affiliate, the parent…

A near-impossible turnaround project in France for a major Italian industrial group

The Problem An Italian group owned by a family with a long business history and active in the paper industry calls in the Contract Manager team to solve a problem in their French subsidiary. The Italian Group has invested tens of millions of Euros in the French company, but this has only produced losses. The situation is sliding towards a dangerous financial crisis that threatens its very solidity. In March 2006 the owners ask Contract…

Developing an Italian group’s business abroad

Acquisition of an Australian company and its integration into the group The Problem A major Italian industrial homeware group, operating in both the domestic market and abroad, decides to acquire its Australian distributor. The group has to bring the acquisition process to a close and then integrate the company into the group. The integration process turns out to be far from easy because the target company has worked successfully on the local market for over…

Restructuring a group owned by a private equity fund

The Problem A medium-sized industrial group in the luxury sector, with plants and offices in Italy, France and Asia. It is controlled by a private equity fund. The founder of the group, who sold the majority stake to the fund, is still active in the company. After the acquisition, it becomes necessary to perform a radical restructuring of the company – production, logistics, sales and marketing and organization – in the face of shrinking profitability.…

Successful disposal of a foreign subsidiary

Meeting economic and timescale objectives in an international M&A operation The problem An Italian manufacturing group, with companies both in Italy and abroad, looks to reposition itself strategically and in terms of its geographic footprint.  This involves the decision to sell off a subsidiary based in Eastern Europe. The subsidiary is profitable. Turnover is growing and promises to go on growing, thanks to the healthy state of the local economy and to EU-funded development projects.…

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