Entrepreneurship is all about vision, commitment and focus. Exploiting opportunities and avoiding pitfalls, but above all creating opportunities! The world and therefore the needs of your current and potential customers are changing very rapidly.
Technical, demographic and market developments and innovation require adjustments to your company's products, services and working methods.
E-commerce, digitisation, robotisation, 3-D printing, internet of things, availability and prices of raw materials, lead to changing distribution patterns and regularly to chain shortening and shortening of product life-cycles. Demographic trends such as an ageing population, migration to cities, the world as a place to live and population growth also provide additional grounds for pragmatic strategy formation for your business.
Every company faces crucial business developments in its existence.
Besides positive developments such as sale or acquisition (Corporate Finance) or undesirable continuity-threatening situations (Corporate Restructuring), these include, for example: strategic reorientation, conflicts, succession or profitability improvement.
The entrepreneur, director, is too often actually alone. There is an increasing need for a sounding board, a ‘trusted advisor’, one or more experienced and qualified people who can and want to think along in seizing opportunities and avoiding risks. People who can advise objectively and want to achieve the best with the company. Structuring and fulfilling this role can be done in several ways.
Kruger is happy to provide ongoing support and advice on the actual implementation of actions and objectives previously formulated with you, whether or not after a preliminary advisory process. After all, constant adjustment based on advancing insight and changing market developments is essential. All knowledge and expertise of our team, as well as our extensive network, are at your disposal immediately.
The world is changing very fast and ever faster. The (management of the) organisation, basis for operations, has to keep up. A future-oriented set-up is essential. Short lines, fast but considered decision-making, necessary information provision, meaningful KPIs, customer orientation, positive culture, quality assurance, profit orientation, are all very important. For example, what to do when operational staff stop coming up with ideas and find the distance from the office too great? It is important for an organisation to strengthen proactivity, customer focus and ownership/accountability. Kruger can advise partly from a very broad frame of reference of (medium-sized) companies on how your organisation, too, can be further optimised.
There is no such thing as an organisation without people, and each person is unique.
This brings many mutually reinforcing possibilities but also the mirror image of them.
Circumstances may force to (temporarily) strengthen management. New markets, preparing the next generation, (temporary) downtime e.g. due to illness, departure of a board member or financial manager, a necessary turnaround, an acquisition. These are examples of such circumstances. Where to find a capable and suitable person?
Every person has their own opinion that does not always have to correspond to that of others. Views on the policy to be pursued at the company or opinions on performance may differ. Conflicting interests can lead to different points of view. Conflicts are unfortunately often the result. At shareholder and board level, they can lead to undesirable circumstances. External and objective support helps.
The family business, an extremely important and indispensable part of business, is inevitably faced with succession issues in its existence. Fortunately, the capabilities of the next generation are often ample. But unfortunately, this is not always obvious. Objectification and support in the process towards genuine responsibility of child(ren) is needed, in everyone's interest.
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