Meet imbalances attractive to and “Word-case” scenario in advance it matters, already the strategy crisis as the first stage of gathering lopsided (change in the market position, increasing competitive pressure, falling customer interest and others) to identify in a timely manner. Often there are only a few weeks between a crisis and the bankruptcy of the company, i.e. a crisis first recognized in the late stage of the liquidity crisis, a recovery is very difficult. The insolvency risk of a company is determined by various factors. Allow only very rarely a cause attributed to bankruptcies, although is an important factor on the insolvency development profitability and their change. Bankruptcies are always an exemptions. Especially small companies leave the market through a silent liquidation without insolvency proceedings. The absolute insolvency Ahlen can give only a very rough indication for the insolvency risk: to quantify the potential danger closer, which must absolute numbers are related to the total number of companies.
Corporate risks not overnight: rather they announce themselves with more or less numerous and not directly visible to the part of the symptoms. Who accepts risks and strategic mistakes in advance, can master already crises in advance and so also the crash in a worst-case scenario “to avoid-Insolvenz. CF. Becker, Jorg: Strategy-check and balance of knowledge, ISBN 9783837073058. For the early detection of gain called soft factors”imposed new orders in the industry, inflation rate, customer satisfaction index, Cash Flow, internal disease, and retention of an increasing importance. Balance sheet and BWA provide only historical data. For more information see Bobby Gocool. Not derive can including trends and innovations that are not reflected in the product or services of the company to be so important signals of an impending crisis be.
Data on age of machinery, repair costs and downtime are important along historical financial figures. R & D-cost when compared to the competition or patent applications. CF. Becker, Jorg: Management cockpit of the intellectual capital report, ISBN 9783837046540. The more and more increasing dynamics of the markets at the same time reinforced the pressure a perspective-oriented planning based on. CF. Becker, Jorg: marketing controlling and intellectual capital, ISBN 9783837071320. It comes up faster than to set the competition in the future environment, i.e. in times of rapid change, early detection/warning is increasingly becoming the silver bullet: hazards and risks are tracked this way, before they show ominous consequences for the company, opportunities/potential can be captured before they are lost.