There are situations in business where your company can change from a normal existence, to one where its survival is threatened by a lack of cash, very quickly.
The jolt of the switch, the naked choices, the immediate need to change or die, the novelty of the situation and the time in which support needs to be obtained from all stakeholders can create the most stomach-churning of pressures.
In these situations, you need a business friend who has the tools and experience to keep the business alive and then restore it to health.
If you see a terminal problem, acting early is always best. The longer you leave things, the narrower your options become. Don't leave it to hope.
Have you experienced a deterioration in your trading performance? Is this now affecting your cash levels? Are you concerned about being able to make payments in the future?
If you owe your bank money, it's important that you retain their confidence in your business. Without careful management and an adequate plan, it's unlikely that they will remain supportive.
As financial stakeholders in your business, are the shareholders supportive of the management team and their restructuring plan? The objectives of the interested parties will require careful management.
Are you worried about making payments to the stakeholders you owe money? Will they continue to supply you if they know you're having problems? Do you know how to manage their demands?
When a crisis is realised, the first thing to go is confidence. If you think that there is an inevitability about your situation, where will you receive the reassurance you need to reverse it?
If you're experiencing a crisis in your business, you'll need to make an assessment of how bad your predicament is, how long have you got to survive, and what can be done to stretch out survival time. Often you have more time in the early stages of a crisis than you may think you have. But you should use that time wisely to get the restructuring underway. The big issues to consider are:
If a crisis is triggered, it will feel like everything is going against you. To give your company the best chance of survival, you will need to stabilise the core pillars of your business. Firstly you will need to understand your liquidity position and how much cash resource you have left. You'll then need to maintain confidence of your bank or lender for as long as possible. Then other critical stakeholders will need to be identified and managed. And any arguments or gaps in the management team will need to be resolved urgently. A business plan is doomed to failure in an unstable environment.
Depending where on the spectrum of distress your company sits, depends on the role of Branta. If there is no option but to close the business, then you will need to focus on the interests of the creditors and quickly speak to an insolvency practitioner. If the company is solvent and has ample access to capital and liquidity, you may be confident in reversing the situation independently. Between these outliers you will need specialist skills to help you focus on:
Depending on the plan and assuming your business has inherent enterprise value, you will either undertake a financial restructuring or sell part (or all) of the business. A financial restructuring may involve the careful coordination of existing lenders, new lenders, existing shareholders, and new capital providers to give you a platform that supports the overall restructuring plan. If the decision has been taken to sell the business, then Branta provides very specific skills to execute a successful transaction in the prevailing circumstances.
During Branta's advisory works, a long list of potential improvements will be identified. It is essential that a record is kept of these points, priority is given accordingly, and that they are rigorously folllowed through. Our specialist consultants can advise on the best way to tackle these challenges to ensure that latent problems are irradicated permanently.
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