deen
Nexia Ebner Stolz

Commerce

According to the 2013 Commerce Report of the Association of German Chambers of Commerce and Industry (DIHK), which surveyed a representative number of both wholesalers and retailers in January 2013, the crisis atmosphere that arose in German commerce in 2009 has now calmed down again. The industry has stabilized and is taking a generally optimistic view of the future. The assessment of the situation has especially improved among wholesalers and middlemen, but the situation for automotive sales is difficult. Lack of domestic demand is seen as the main risk to companies, especially if it slackens further because of rising costs of energy and commodities, which gnaw away at the consumer budget.

Unfort­u­na­tely, the posi­tive trend found by the DIHK only par­tially mat­ches our own impres­si­ons from day-to-day expe­ri­ence. Brick-and-mortar sel­lers, espe­cially who­le­sa­lers, face parti­cu­larly great chal­len­ges in set­ting their com­pa­nies on a sound basis for the future. Rising costs, espe­cially from lon­ger busi­ness hours, and con­ti­nuing tough com­pe­ti­tion with an inc­rea­sing con­cen­t­ra­tion of mar­ket parti­ci­pants, are coun­te­red by only slight growth in con­su­mer demand. Inter­net sel­lers are enjoying very high growth rates in some fields, but in many cases are still loo­king for a sus­tainable busi­ness model. The issues are as diverse as the forms of com­merce and the sizes of the com­pa­nies invol­ved – so it goes wit­hout saying that there’s no one-size-fits-all solu­tion.

With our exten­sive practi­cal expe­ri­ence in advi­sing com­mer­cial firms, we view our­sel­ves as a part­ner who speaks your lan­guage and knows the kinds of tasks you face. We can work with you to deve­lop solu­ti­ons for your busi­ness-mana­ge­ment, tax and legal ques­ti­ons, all the while kee­ping an eye on the big pic­ture – your com­pany’s growth.

Our ser­vices at a glance

  • Deve­lo­ping fran­chise con­cepts, and imp­le­men­ting their legal, tax and busi­ness admi­ni­s­t­ra­tion aspects
  • Revie­wing terms of purcha­sing coope­ra­ti­ves; set­ting up a “clean team” where app­lica­ble
  • Busi­ness mana­ge­ment con­sul­ting, e.g., on opti­mi­zing purchase pri­ces
  • Legal and tax struc­tu­ring of split-ups into inter­lo­cking owner and ope­ra­tor busi­nes­ses (inclu­ding split-ups where the owner and ope­ra­tor enti­ties are both part­nerships) so as to sepa­rate busi­ness pro­per­ties
  • Coope­ra­tive arran­ge­ments in purcha­sing, admi­ni­s­t­ra­tion and sales/dis­tri­bu­tion, inclu­ding joint ven­tu­res
  • M&A tran­sac­ti­ons, with spe­cial atten­tion to fea­tu­res spe­ci­fic to com­merce (asset deals, valua­tion of inven­to­ries, retail per­mits, etc.)
  • Busi­ness valua­ti­ons for tran­sac­ti­ons and in busi­ness suc­ces­si­ons, on a cor­po­rate law basis or under stan­dar­di­zed valua­tion methods
  • Anti­trust reviews taking acco­unt of sec­tor-spe­ci­fic mar­ket defini­tion cri­te­ria
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