Reorganization and Capital Market — Growth Financing Shores Up the Restructuring Process

Sascha Haghani () and Maik Piehler ()
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Sascha Haghani: Roland Berger Strategy Consultants
Maik Piehler: Roland Berger Strategy Consultants

A chapter in Corporate Restructuring, 2006, pp 117-131 from Springer

Abstract: 4 Conclusions and Outlook Fendox Domestic gained a lot of ground in just a year and a half of traditional restructuring, and changed considerably. The increasingly competitive environment in a shrinking market made this restructuring process very tough in some areas. Mistakes made in the past could not be completely corrected within this period. Experience has shown that the time required to correct errors frequently is just as long as the time these errors were allowed to wreak havoc. Most companies who are in these kinds of situations find it difficult to maintain or even expand the required financial flexibility for their continued development. After the successful traditional restructuring, the Fendox Group was in a position to substantially reduce financial burdens from the past and strengthen its financial circle. The respective leeway for continued growth in the profitable international markets could therefore be ensured and the planned domestic market consolidation could be initiated. Some of the problems that have developed in crisis companies over a long period of time can be corrected only by implementing comprehensive and consistent restructuring processes that prepare the affected company for its return to a successful development. The Fendox Group achieved this thanks to an integral restructuring concept comprising its strategic reorientation, structural and operational measures, as well as an integrated recapitalization concept.

Keywords: Equity Capital; Credit Line; Core Bank; Central Warehouse; German Subsidiary (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-540-33075-2_10

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DOI: 10.1007/3-540-33075-5_10

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