"All the power that we pass on is experienced and transformed again over us." Rainer Maria Rilke

The procedure within a market requires a strategy. What sounds banal at first glance often turns out to be a major hurdle on the way to success. The reason for this is that a strategy has to satisfy both a goal to be achieved and the initial situation and all external influences and circumstances. In addition, all of the factors mentioned are variables within a dynamic environment. In other words, a strategy must be “knitted” in such a way that changes are included and reactions and answers are possible at any time.

Breitenmoser works out strategy development with clearly defined goals. The first step is always an analysis of the current situation and a clear identification of possible obstacles to the implementation of a strategy. It is important to differentiate clearly whether it is an owner strategy, a strategy to develop a certain market position, or other strategic directions. The question also arises as to which time horizon a strategy should be tailored to and how long it must be sustainable. In the case of a restructuring within a company, a different answer is given than in the case of a complete realignment of individual business areas or a new company.

Ultimately, value management is also part of a strategy, because who hasn’t heard the term “value added”. It is less about doing business in the classic sense than using opportunities and opportunities to maintain or increase values. Value-based management can be measured, but from our point of view it should not only be measured by the financial indicators, but should also be found in the individual areas of a company. We also know value driver trees and balanced scorecards – but in our day-to-day work we tend to focus on a holistic perspective.

The Chinese philosopher Confucius once said: “If you want to be happy all the time, you have to change a lot”. In our view, this sentence can be transferred perfectly into the business area, especially when it comes to restructuring. This topic is often viewed with suspicion by the workforce, and yet enormous reforms and pooling of forces create enormous opportunities that need to be seized. In other words, in the absence of most problems, inaction is usually the worst option and often just turning a few screws is enough to achieve the desired twist.

Breitenmoser carries out restructuring on a broad level and without blinkers. We see potential, both financially and operationally, and sometimes develop unconventional ideas that result from in-depth company knowledge and intensive discussions. You must allow us to get to know your company well and deal intensively with your company.

It is important to us that we are up to date in our thinking and acting and that we incorporate the requirements of a dynamic market environment. In plain language, this means lifelong learning and a principle of restructuring that begins on a large scale, but should continue to take place on a small scale, and that has to change and adapt over time. We are at an early stage, but by no means always set a fixed end point because we know that restructuring can be an ongoing process.

Every restructuring must have a positive impact on a company and bring countable results to light. This is the case when costs drop or when processes run faster and more efficiently, or when sales increase due to the conquest of new markets and customers and new employees are allowed to be hired. The same applies to structures that need to be unraveled and set up again if necessary. The complex remains complex, but we always allow ourselves the question of possible simplifications and more direct ways. In some cases, restructuring can consist of complete refinancing or the integration of a new structure to be found in a company taking over after the company has been sold.

The Mergers & Acquisitions area is a wide field that contains a whole range of scenarios. Put simply, it is about the acquisition of a company or a sale of a company. However, not only the questions about “why?” Should be considered, but also those about the appropriate time – that is, “when?” – and the way in which a merger or takeover takes place or the question of “how?”. At this point, a number of other questions could also be raised, which can also be important. Who should be the actors, for example, and which positions will be created and filled?

In our professional practice, mergers and acquisitions can take various forms. Often it is simply a question of succession planning, which should be regulated both within a family and through company sales. It is by no means just a matter of hard economic considerations, but also of emotional factors, because after all it is sometimes about a life’s work that should be placed in trust. We also take into account the supposedly “soft factors” and think along with you in your interest. We are also allowed to accompany complicated M&A transactions with a mix of various compensation and spin-off elements such as earn-out, carve-out, call and put options, bonuses, financing issues and many other aspects.

On the other hand there are strategic company acquisitions, in which the question of integration into the existing portfolio comes to the fore. We are looking for possible merger partners for you, address them appropriately and bring them together.

We would also be happy to provide you with active advice on questions relating to management buy-outs or buy-ins and consider the implications within the company as well as financial and legal aspects in all emerging scenarios. In other words, we help to develop a holistic perspective and thus lay the foundation for smart decisions that will continue to do justice to their scope for years to come.