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Restructuring

Life-threatening company crises generally follow the same pattern: the strategic crisis spills over into an earnings crisis that ends up triggering a liquidity crisis. These developments can lead to insolvency if companies fail to take corrective action.

In order to stop and reverse this development, management needs a sound restructuring program that works.

In brief

Consistently applying the key success factors of restructuring

Life-threatening company crises generally follow the same pattern: the strategic crisis spills over into an earnings crisis that ends up triggering a liquidity crisis. These developments can lead to insolvency if companies fail to take corrective action.

In order to stop and reverse this development, management needs a sound restructuring program that works. The first key success factor is top management's full commitment. But it is also essential to take a holistic approach which considers the strategic positioning, the operational restructuring and the financial situation of the company. Implementation speed is another very important aspect of successful restructuring.

The Global Restructuring Core Group of Roland Berger Strategy Consultants provides top management and investors/creditors with excellent restructuring concepts both operational and also for a financial restructuring. In addition, we support the entire implementation process and ensure that necessary actions are taken quickly. We can also provide the company with senior experts who have considerable experience and who can act as interim managers.

 
Our restructuring approach has four key strengths
 

We draw upon our vast experience gained from well over 2,000 restructuring projects. These projects involved both SMEs as well as international groups throughout all industries. We leverage all our know-how to secure that all success factors are actually implemented. This helps our clients overcome their crisis and grow profitably again.

 
Approach to corporate restructuring
 

Global restructuring core group

Austria

Rupert Petry

Managing Partner

Vienna, Austria
Phone: +43 1 53602-101
E-mail: e-mail

 

Bahrain

Partner

Manama, Bahrain
Phone: +973 17 567-976
E-mail: e-mail

 

Brazil

Thomas Kunze

Partner

São Paulo, Brazil
Phone: +55 11 3046-7111
E-mail: e-mail

 

France

Emmanuel Bonnaud

Partner

Paris, France
Phone: +33 1 53670-983
E-mail: e-mail

 
Philippe Charlot

Principal

Paris, France
Phone: +33 1 53670-931
E-mail: e-mail

 
Georges de Thieulloy

Principal

Paris, France
Phone: +33 1 53670-900
E-mail: e-mail

 

Germany

Bernd Brunke

Partner and Member of the Executive Committee

Berlin, Germany
Phone: +49 30 39927-3527
E-mail: e-mail

 
Max Falckenberg

Partner

Düsseldorf, Germany
Phone: +49 211 4389-2301
E-mail: e-mail

 
Nils von Kuhlwein

Partner

Düsseldorf, Germany
Phone: +49 211 4389-2122
E-mail: e-mail

 
Sascha Haghani

Partner and Head of Corporate Finance

Frankfurt, Germany
Phone: +49 69 29924-6111
E-mail: e-mail

 
Uwe Johnen

Partner

Berlin, Germany
Phone: +49 30 39927-3322
E-mail: e-mail

 
Timo Kamp

Partner

Berlin, Germany
Phone: +49 30 39927-3493
E-mail: e-mail

 
Thomas Knecht

Partner

Munich, Germany
Phone: +49 89 9230-8959
E-mail: e-mail

 
Karl Kraus

Partner

Berlin, Germany
Phone: +49 30 39927-3310
E-mail: e-mail

 
Arne Mathias

Principal

Düsseldorf, Germany
Phone: +49 211 4389-2126
E-mail: e-mail

 
Nikos Mourkogiannis

Partner

Berlin, Germany
Phone: +49 30 39927-3524
E-mail: e-mail

 
Oliver Räuscher

Partner

Berlin, Germany
Phone: +49 30 39927-3549
E-mail: e-mail

 
Axel Schmidt

Partner and Head of Operations Strategy

Stuttgart, Germany
Phone: +49 711 3275-7322
E-mail: e-mail

 
Gerd Sievers

Partner

Munich, Germany
Phone: +49 89 9230-8543
E-mail: e-mail

 
Jan-Hendrik Többe

Partner

Hamburg, Germany
Phone: +49 40 37631-4306
E-mail: e-mail

 

Italy

Roberto Crapelli

Partner and Managing Director

Milan, Italy
Phone: +39 02 29501-257
E-mail: e-mail

 
Andrea Marinoni

Principal

Milan, Italy
Phone: +39 02 29501-291
E-mail: e-mail

 

Japan

Takashi Hirai

Partner

Tokyo, Japan
Phone: +81 3 35876-660
E-mail: e-mail

 

Latvia

Uwe Kumm

Partner

Moscow, Russia
Phone: +7 495 287 92 46
E-mail: e-mail

 

Netherlands

René Seyger

Partner

Amsterdam, Netherlands
Phone: +31 20 7960-620
E-mail: e-mail

 

Poland

Krzysztof Badowski

Partner

Warsaw, Poland
Phone: +48 22 3237-414
E-mail: e-mail

 
Przemyslaw  Vonau

Principal

Warsaw, Poland
Phone: +48 22 32374-24
E-mail: e-mail

 

Russia

Uwe Kumm

Partner

Moscow, Russia
Phone: +7 495 287 92 46
E-mail: e-mail

 

Singapore

Joost Geginat

Partner

Singapore, Singapore
Phone: +65 6622-5490
E-mail: e-mail

 

Spain

Jorge Delclaux

Partner

Madrid, Spain
Phone: +34 91 5647361
E-mail: e-mail

 
Joseph Santo

Principal

Madrid, Spain
Phone: +34 91 5647361
E-mail: e-mail

 

Switzerland

Beatrix Morath

Managing Partner

Zurich, Switzerland
Phone: +41 43 336-8630
E-mail: e-mail

 

Turkey

Erkut Uludag

Partner

Istanbul, Turkey
Phone: +90 212 2152451
E-mail: e-mail

 

Ukraine

Uwe Kumm

Partner

Moscow, Russia
Phone: +7 495 287 92 46
E-mail: e-mail

 

United Kingdom

Partner

London, United Kingdom
Phone: +44 20 30751-117
E-mail: e-mail

 

USA

Tim Manasseh

Partner

Chicago, USA
Phone: +1 312 662-5515
E-mail: e-mail

 
Jürgen Reers

Partner

Detroit, USA
Phone: +1 248 729-5000
E-mail: e-mail

 

Further reading

Germany 2011 - Restructuring survey

Study, 2011

New restructuring studies by Roland Berger show that German and international companies view economic recovery in a positive light, but as only partly sustainable …  >>

 
International 2011 - Restructuring study

Study, 2011

German and international companies are optimistic once again now that the financial and economic crisis is over and consider themselves very or extremely competitive …  >>

 
Restructuring study - international 2010

Study, 2010

In spring 2010, Roland Berger Strategy Consultants conducted a study of trends in restructuring for the sixth time since 2001 …  >>

 
Restructuring in Germany

Study, 2010

Our study was designed to find out how strongly and in which areas German companies are still concerned about the crisis in 2010 and how managers judge the prospects of an imminent upturn …  >>

 
Industry Review Japan: Consolidate or Lose!

Study, 2010

In a new study, Hisaji Yoneda and Martin Tonko analyze the need for, and future of, consolidation in Japan. …  >>

 
International  restructuring study 2009

Study, 2009

The aim of our International restructuring study was to find out how much and where the global economic crisis has affected the companies concerned and also where management sees the opportunities and risks …  >>

 
2009 restructuring survey for Germany

Study, 2009

In March and April 2009, Roland Berger Strategy Consultants conducted its fifth survey on the development of the restructuring market. This document focuses on the key findings for Germany …  >>

 
Requirements for turnaround concepts

Johannes Klein, Thesis, 2008

As the current financial crisis shows, crises don't just hit in times of recession – they can also hit when the economy is doing well …  >>

 
Restructuring in Europe 2008

Study, 2008

Effects of the subprime crisis on Western vs. Central and Eastern European companies' restructuring needs …  >>

 
Impact of the US subprime crisis on the German housing market

Study, 2008

Despite the subprime crisis, the prospects remain bright overall for investors on the German housing market. …  >>

 
Restructuring in Germany 2008

Survey, 2008

German executives estimate the consequences of the subprime crisis for their own companies as less severe than for the economy at large. That was one of the results of our recent study "Restructuring in Germany - Effects of the subprime crisis on companies' restructuring needs" …  >>

 
Restructuring in Germany

Study (in German), 2006

Today, German companies are much slower to respond to crises then they were three years ago. According to a Roland Berger Strategy Consultants survey of executives and CEOs at German SMEs and large companies, about one-third (30%) of managers take action in the first year after identifying a crisis …  >>

 
Kapitalkosten als strategisches Entscheidungskriterium

Study, 2006

Risk-adjusted capital allocation remains a major challenge to many companies. This is the finding of a study of 72 large companies in Germany and Switzerland conducted by Roland Berger Strategy Consultants in 2005. The study reveals what actually happens in practice, discusses the strengths and weaknesses of the most common approaches, and contributes to finding a more workable, effective solution. …  >>

 
M.Blatz et al., Corporate Restructuring

Book by Michael Blatz, Sascha Haghani, Karl Kraus, 2006

The number of corporate crises has increased significantly in recent years. The companies affected must be restructured, and it has become conventional wisdom that they must do more than improve operations and realign their strategies …  >>

 
Executive review

Article in Executive Review, 2006

How restructuring can return a company to competitive strength and financial health. …  (PDF, 153 KB)

 
Restructuring in Europe

Study, 2005

Many companies are unable to recognize risks and successfully turn themselves around, which is putting a brake on Europe's growth. This is the result of our study on "Restructuring in Europe 2005" …  >>

 
Executive review

Article in Executive Review, 2004

Interview with Jürgen Olbrich, Chairman of the Board of Management, Edelstahlwerke Witten-Krefeld GmbH …  (PDF, 909 KB)