Main sales drivers of the car rental market are airport stations. European car rental demand was hit hard by COVID-19 effects such as stay-at-home orders and shift to remote working.
The sales decline of the leading car rental companies averaged 48% in 2020. Mid-term growth perspectives are positive but require a transformed market approach. Learn more in our sector update.
Pulse Survey on the development of the fashion market: retailers, manufacturers and financiers disagree on their outlook
Within the next 24 months, stationary fashion sales will return to pre-Corona levels. Only 53% of fashion manufacturers and 21% of financiers and trade credit insurers expect this. The assessment of fashion retailers is different: here, 72% are optimistic that this target will be achieved again. More than one in three (35%) fashion manufacturers see the pre-Corona level never coming back. On the financiers' side, more than half (53%) assess it that way. This is one of the results of our Pulse Survey 'Fashion 2021'.
A minus of 25 to 30% in the textile retail trade – the Corona year 2020 threatens to become a disaster not only for the fashion industry but also for the landlords of the business units. Even the top locations will not be spared the expected increase in insolvencies. Suppliers must now prepare themselves for this - and act.
The industry update provides an up-to-date overview of the entire market situation of the real estate industry during and after the Corona crisis.
Drought, pests, new regulatory requirements and changing consumer behavior: these are just some of the reasons why the number of insolvencies in the agricultural, food and forestry industries has been rising for years. In 2019 alone, a quarter more companies in Germany had to declare insolvency than in the previous year.
We look at what farmers and foresters have to do now to make their businesses fit for the future.
Our snapshot highlights direct and indirect impacts on 16 key German industries, as well as the outlook for the remainder of 2020.
Germany: One seventh of the temporary staff is missing...
The number of temporary workers in 2019 was 748,400, about 10% lower than in 2018, and a full 14% lower than in 2017, the industry's all-time high. As early as 2018, 10 of the 25 largest temporary employment agencies recorded their first revenue declines. The fact that industry revenues were nevertheless in a sideways movement overall is mainly due to a price effect (collective wage increases). However, due to the parallel increase in wage costs, the growth in sales did not lead to a significant increase in margins.
Temporary employment is currently facing various challenges – the economic situation is only one of them. Learn more in our current industry snapshot:
After 31 years, DAX veteran Thyssen-Krupp descends from Germany's leading index, world market leader ArcelorMittal cuts back production at several locations, Salzgitter and Voestalpine suffer slumps in profits, Schmolz Bickenbach repeatedly collects its profit forecast and Klöckner & Co. is in the midst of restructuring. It is easy to see that the steel industry is in crisis.
European demand for steel fell by 7.7% year-on-year in the second quarter of 2019. But it is not only the economy that is weighing on the industry: it is undergoing structural change, because even in peak phases steel consumption is growing only moderately. Steel is increasingly being replaced by alternatives. Added to this are rising energy and CO2 emission costs, which are impairing competitiveness in the global market.
Our current industry snapshot highlights the current causes of the crisis and the prospects for the German steel industry.
Even though the early summer of 2019 was a long time in coming – the German Weather Service warned weeks ago that last year's heat wave could be repeated in 2019 and possibly even surpassed. This would have some dramatic effects in various sectors.
Our current brief study illustrates the immediate consequences, in particular the significant impairment of the ability to service debt, using the sectors of trade, agriculture, industry and energy as examples.
The number of companies in the fashion industry has consolidated from 396 (2008) to <250 (2018). Restructurings and insolvencies have increased in recent months. A trend that will continue in 2019 – for a number of reasons which we highlight in our latest sector update.
Is an "orderly retreat" the only solution for this industry? Or are there concepts and innovations that open up opportunities and offer shopping incentives? Learn more in our latest sector update.
For furniture manufacturers, the online sales channel is both a challenge and an opportunity: For many manufacturers, having an online presence is turning into a question of existential importance. This also offers the potential, however, of opening a door to direct sales.
Rising challenges because of imports, changed distribution structures and consumer behaviour intensify current challenges and need for action.
Learn more in our current industry sector update.
The Agriculture and Food Industry has suffered huge economic upheaval caused by the heat wave in summer 2018. According to the German Farmers’ Association (DBV), it was the “worst harvest of the century”. The government has provided financial support to farmers whilst prices for agricultural products have increased significantly.
What is the impact of these actions and the next steps? Find out more in our industry update.
There are a number of warning signals in the wind industry, e.g. declining sales and earnings at Nordex or Vestas. The reasons include the difficult international environment (political risks, price pressure, USD exchange rate, Asian competitors). In Germany, the reformed energy law (EEG 2017) has made the tendering procedure for determining the feed-in tariff for all wind power systems binding. This system is intended to encourage the industry to achieve greater cost efficiency and prevent oligopolisation of the market, but also confronts the industry with major challenges. Learn more in our industry profile.
How companies around the world have succeeded in turning their brick-and-mortar stores into places of experience
The summer months of 2021 will once again boost stationary retail. However, one structural problem remains: too often, retail still acts as a "warehouse" with an immediate takeaway option. In the long term, this means that local stores will not be able to compete with online retailers and branded companies that market their own products. The opportunity: stationary stores must become a place of experience in order to make physical visits relevant again. We have gathered successful examples from around the world to illustrate how this can look in very practical terms. Essentially, we see six major thrusts for turning stores into places of experience – learn more.
Retail in crisis: these seven challenges stationary retailers must tackle now in order to create a long-term perspective
Long months of lockdown have increasingly threatened the existence of many retailers. Yet they have only reinforced a trend that was already visible before the Corona crisis: brick-and-mortar retail has been losing relevance for years. The share of sales accounted for by online retail is growing steadily. Mike Zöller and Dorothée Fritsch, retail experts at the consultancy FTI-Andersch, describe seven challenges that retailers must now address – and what they can do concretely to avoid disappearing in the long term.
Rising inflation – What is behind it?
A look at the current situation in June 2021, potential winners/losers and future expectations
So far, Blockchain technologies have been used by only 3% of medium-sized (family-owned) companies. This is the result of a survey of 1,444 German companies commissioned by the management consultancy FTI-Andersch. The reason: lack of knowledge, complex implementation and lack of existing solutions. Professor Gilbert Fridgen, holder of the PayPal Chair at the University of Luxembourg as well as founder of the Fraunhofer Blockchain Lab, and Dorothée Fritsch, Blockchain expert at FTI-Andersch, provide an assessment for relevant key industries: Logistics, Consumer Goods, Automotive, Engineering and Energy. Where does Germany stand - and what opportunities are there today?
The medium-sized German mechanical engineering sector appears to be struggling – even before the pandemic. The reason: Due to the good order situation in the past decade, many important trends were noted but not implemented. And so today there is a lack of know-how at the same time as increasing price pressure. In cooperation with Professor Dr.-Ing. Gisela Lanza, Head of the Production Systems Department at the wbk Institute of Production Engineering at the Karlsruhe Institute of Technology (KIT), we describe the most important trends in industry from today's perspective – and show what machine builders must do now to make up for strategic deficits.
What drives the apparel and footwear industry in 2021? Where does it stand after several lockdowns, and what are the prospects?
How can it meet current challenges such as full warehouses and empty city centers?
We discussed this as part of our webinar "Fashion 2021". You can find a summary of our contributions here.
COVID-19 effects pose acute challenges for (German) city centers, they reinforce the structural change of recent years.
How robust are the 52 largest German cities with regard to COVID-19 effects incl. effects on tourists, students, trade fair visitors, etc.?
The rising numbers of infections in the Corona pandemic threaten to paralyze travel once again after the summer vacations. Particularly affected: German regional airports, which have already had difficulties generating operating profits before. Recovery is not expected before 2024.
What can airports and other companies in their ecosystem do now to position themselves more competitively for this phase in the long term?
COVID-19 has tested businesses on all fronts – it has transformed the way we work, learn, consume, communicate and much more. And despite the unprecedented government stimulus packages supporting economies across the globe, our global economy remains in distress – from negative GDP growth to rising unemployment rates and unparalleled levels of government debt.
The Resilience Barometer COVID Report examines the impact these trends and others have had on large businesses in G20 nations within the context of the pandemic, and the actions they are driving across their enterprise to plan for what is next and position their businesses to emerge even stronger.
Companies across the G20 are facing increasingly complex risks arising from technology transformation, geopolitical tensions and the polarisation of the political landscape. As businesses confront cybersecurity threats, fight financial crime and prepare for more changes in legislation and regulation in 2020, the FTI survey reveals that many executives remain unprepared for a new wave of risks and crises.
Upcoming elections in the United States, Brexit and the increase in cyber attacks and regulatory actions, globally, are just a few examples of the complexities driving new threats. The survey found that failure to fully understand and prepare for the impact of external threats could decrease revenue by as much as five percent, highlighting the imperative of resilience for businesses today.
Encouragingly, in the face of such a dramatic increase in risk, the survey did point to a small improvement in resilience scores, suggesting that some organisations are managing to contain and manage emerging threats through better preparedness. 84% of business leaders surveyed were anticipating a crisis in 2020, with many stepping up their adoption of new technologies. Artificial intelligence, blockchain and machine learning are playing a particularly significant role both in transforming business models and combating global financial crime and cyber attacks. Learn more.
Internal corporate venturing (ICV) in family businesses
How family businesses systematically develop innovation
German family businesses and medium-sized businesses ("German Mittelstand") are often accused of lacking innovation and digitization capabilities. However, many traditional companies have already established innovation centres and their own units that develop new products and business models in a targeted manner. There are fundamental differences to both start-ups and corporations. Our study in cooperation with the WHU Otto Beisheim School of Management provides quantitative and qualitative insights.
Only a minority of German family-owned companies are already using future technologies - only a small majority use basic IT
55% of German family-owned companies feel prepared for the challenges of the digital transformation. But only a minority of them already uses technologies such as cloud computing (38%), Big Data (19%) or applications for artificial intelligence (5%). These are the findings of a study conducted by the WHU Otto Beisheim School of Management, that examined which digital and IT technologies German family-owned companies are already using.
The study, sponsored by Andersch, divides the technologies into four different categories: Basic IT, advanced IT, modern IT and future technology. "It is frightening that even in the use of basic IT, only a small majority of people are actually using these applications," says Professor Nadine Kammerlander, Head of the Chair of Family Businesses at WHU, who accompanied the content of the study. For example, 66% of companies use an ERP system to control business processes and suppliers, 55% send invoices electronically, 52% use social networks and 50% have introduced a digital system for managing customer relationships.
Companies know about the potential, but have problems with investment, expertise and actual implementation
"50% of the companies have told us that they already know about the application possibilities and performance potential of modern information technology," says Nadine Kammerlander. "However, a major hurdle mentioned was that the lack of technological interfaces between existing applications and new technologies in particular would limit the possible applications in practice. Further difficulties included acquisition and implementation costs as well as lack of know-how.
Strategic partnerships and collaborations can help to develop a culture of innovation
Nadine Kammerlander says: "In summary, it can be said that all that appears almost omnipresent in public discourse today, German family-owned companies only operate in a - sometimes single-digit percentage - minority. Pioneering technologies such as Blockchain or AI are even isolated cases. Many family-owned companies act according to their DNA: only when they are completely convinced of the use of a technology and believe that it pays off do they invest. This is a perfectly legitimate strategy. However, at the same time it also means that they cannot gain experience with the new trends and technologies outside of lectures and press coverage. The minority that is already using and trying out new technologies today will in future be more likely to be able to bring about necessary changes more quickly, in a more targeted and efficient manner. In the worst case, the majority of family businesses could, in the worst case, give up the possible competitive advantages of the future today".
Mike Zöller, partner at Andersch, is very sympathetic to the problems of family businesses. "Companies with which we work often lack the necessary expertise and openness to innovation to deal with new technologies - sometimes in a playful and exploratory way," says Zöller. "Not every new technology will directly increase sales or profits. It is much more a question of investing today in order to remain competitive. Those who cannot or do not want to build up their expertise completely on their own should look for strategic partners and collaborations. These make it possible, even with limited resources, to try out new digital applications, analyze them and test them for their usability. At the same time, such an opening can be the first step towards a new culture of innovation".
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The study 'Digital Transformation in Medium-Sized and Family Enterprises' was conducted at the Chair of Family Enterprises at WHU Otto Beisheim School of Management lead by Prof. Dr. Nadine Kammerlander and with the support of Andersch. The study examines the question of how the current status of digital transformation in this business segment is to be assessed today. To this end, 1,727 top decision-makers from 1,444 companies were surveyed, 689 of which are majority-owned by families and 755 of which are non-family owned. 94% of the respondents are executives, 53% of whom are members of the management/board of directors and 34% are the respective chairmen of this body.
Die ›vierte industrielle Revolution‹ (›Industrie 4.0‹) bringt grundlegende Umwälzungen für industriell geprägte Unternehmen mit sich und führt zur Entstehung neuer Geschäftsmodelle, Wettbewerber, Produkte und Substitute. Die vorliegende Studie analysiert die Herausforderungen und Potenziale, die sich für den deutschen Maschinen- und Anlagenbau ergeben, und leitet Lösungsansätze zur Erhaltung der internationalen Wettbewerbsfähigkeit ab. Die vorliegende Publikation ist Teil der Andersch-Studienreihe »Branchen im strukturellen Wandel«.
In the project business, the challenge in corporate management is regularly to master the complexity inherent in the large number of individual projects, to identify specific risks and to initiate the right measures at an early stage. The management of liquidity flows at project level and professionalized claims management play a central role here. In practice, it can regularly be observed that companies often only have an ineffective infrastructure in place for sound decision support.
However, on the basis of a project dashboard that functions as a "single point of truth", targeted and addressee-oriented communication can be achieved within the company. Project managers, financiers and management can make structured and well-founded decisions. The addressees have a reliable tool at their disposal, which has been developed according to their information needs and integrates known data sources.
Learn more in our article published in the e-book "GMBH-GESCHÄFTSFÜHRUNG 2021" by euroforum.
In the ICR (International Corporate Rescue) article our colleague Tammo Andersch and Ursula Schlegel (German lawyer and English solicitor) propose solutions for the imminent ‘German Scheme’ (driven by the EU Directive on Insolvency and Restructuring’) against the background of the aftermath of COVID-19 challenges. Ursula and Tammo suggest that the ‘German Scheme’s’ milestones, i.e. likelihood of insolvency, drafting and negotiation of the restructuring plan and the prospects of the restructuring plan to prevent insolvency should build into a modular system to be time and cost efficient; with the court, when confirming the restructuring plan, using the expert reviews underpinning these modules. It is also proposed for the expert providing such reviews to be appointed as PIFOR.
The article crosses with the draft law on the same subject published by the German Ministry of Justice (BMJV), a draft law proposing – inter alia – a modular system for the imminent German preventive restructuring framework. Representatives of the German insolvency/restructuring industry are invited to comment on the draft law by 2 October 2020.
(The ICR article was based on a German article published by Ursula and Tammo in German magazine INDat Report on 29 April 2020)
In the cover story of the latest INDat Report, our colleague Tammo Andersch and lawyer Ursula Schlegel present pragmatic approaches to achieving a time- and cost-efficient preventive restructuring framework, e.g. through a modular, step-by-step structure of the restructuring documentation geared towards usability by the court or a "personal union" of the restructuring expert and EU-Directive’s "professional in the field of restructuring”. An English version of the article will be published shortly.
A thorough understanding of the current liquidity situation enables the management to assess the scope of action, implement suitable liquidity measures and make sound strategic decisions. We have many years of expertise, proven processes, and employ tailor-made software solutions. We provide transparency on the liquidity situation of your company in a time and resource-efficient manner.
Key elements of active cash management include: (1) daily reports on the group-wide liquidity status; (2) a reliable short-term liquidity forecast and (3) active control of working capital. In order to establish an understanding of liquidity, a weekly Cash Desk shall be introduced to discuss and gradually optimise these elements.
-Article published in the E-Book for GmbH Managing Directors 2019, EUROFORUM-
Active cash management improves internal financing, enables optimal resource allocation, facilitates stakeholder management and, last but not least, creates legal certainty for corporate bodies. Even against the backdrop of rising global uncertainty and increasing downside risks in the eurozone, misjudgements of one's own liquidity budget should be avoided.
Digital transformation must not be neglected, even in challenging situations, because it affects all industries and corporate divisions. Particularly in a restructuring context – when it comes to developing sustainable, resilient concepts for the future – the effects of digitization and the resulting demands on the company must be clearly worked out. How do we deal with this?
Find out more about our tried-and-tested approach here.
When companies find themselves in challenging corporate or financial situations, their management is constantly focused on the day-to-day business and acute questions drain the available resources. The lack of focus on strategic aspects – this is particularly the case where the impact of increasing digitalization is concerned – is an additional threat to the sustainability of the business model.
We are convinced that the digital revolution is not just a catchword or a temporary trend. The digital transformation should not be neglected in challenging situations because it effects every industry, sector, and company department. It is precisely in the context of restructuring – where it comes down to creating and developing resilient sustainability concepts – that the effects of digitalization and its resulting demands on the company have to be clearly defined and accounted for.
How do we deal with it?
Click below to learn more about our practice proven approach.
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