Search
de en
Nexia Ebner Stolz

Services

Sample Strategic Alliance

Cor­po­rate De­ve­lop­ment Sam­ple Stra­te­gic Al­li­ance

Eb­ner Stolz as­sists chain of spe­cia­list re­tail stores with a stra­te­gic al­li­ance. ...read more

Management Consulting Can Help You Make the Right Strategic Decisions

Our firm has built its reputation on offering solid results and long-lasting restructuring. We also offer digital performance in business processes and steering systems. Our teams partner with our Mittelstand clients to bring about tangible changes.

We work clo­sely with ma­nage­ment on­site. Even though chan­ges can so­me­ti­mes be dif­fi­cult at first, our cli­ents know that we are em­pa­the­tic ad­vi­sors they can trust. To find out what ma­kes us spe­cial, the best thing to do is to ask our long­stan­ding cli­ents and team mem­bers: We bring po­si­tive drive into a com­pany, with top-notch tools and a team of com­mit­ted ex­perts!

But what ma­kes our ma­nage­ment con­sul­tants so spe­cial is not just their ex­per­tise in spe­ci­fic si­tua­ti­ons and in­dus­tries. Our Mit­tel­stand cli­ents also be­ne­fit from the se­am­less, in­ter­di­sci­pli­nary in­ter­ac­tion bet­ween Eb­ner Stolz au­di­tors, tax ad­vi­sors and la­wy­ers. Ta­king mul­ti­ple per­spec­tives into ac­count re­sults in even bet­ter so­lu­ti­ons.

News

Contacts

  • Karsten Jonczyk, Diplom-Kaufmann bei Ebner Stolz in Köln
  • Prof. Dr. oec. Heiko Aurenz Ebner Stolz
  • Klaus Martin Fischer über die Zukunft der Fleischindustrie
  • Markus Mühlenbruch, Partner, Ebner Stolz Management Consultants, Kronenstraße 30, 70174 Stuttgart
  • Ralf Pfizenmayer, Diplomökonom, Ebner Stolz, Arnulfstraße 27, 80335 München
  • Oliver Göbl, Diplom-Wirtschaftsingenieur bei Ebner Stolz in Köln
  • Thomas Mundus, Diplom-Kaufmann, Ebner Stolz, Holzmarkt 1, 50676 Köln, Holzmarkt 1, 50676 Köln
  • Christoph Elzer, Ebner Stolz Management Consultants München
  • Andreas Schüren, Ebner Stolz, Standort Köln
  • Michael Euchner Ebner Stolz
  • Dr. Jens Petersen, Ebner Stolz, Holzmarkt 1, 50676 Köln, Am Wehrhahn 33, 40211 Düsseldorf
  • Martin Tschochner, Diplom-Kaufmann bei Ebner Stolz in Köln
  • Dr. Carsten Nagel, Diplom-Ingenieur, Ebner Stolz
  • Christoph Havermann, Diplom-Betriebswirt bei Ebner Stolz in Köln
  • Harald Göbl, Diplom-Wirtschaftsingenieur bei Ebner Stolz in Köln
  • Markus Losch, Restrukturierung, Corporate Finance, Unternehmensfinanzierung bei Ebner Stolz in Frankfurt a. M.

Contacts

Pu­bli­ca­ti­ons

Currently we don't have publications for this topic. You can find publications for other topics here.

Alliances are more popular than acquisitions

Ma­nage­ment Con­sul­ting Al­li­an­ces are more po­pu­lar than ac­qui­si­ti­ons

The era of the lone wolf in the SME sec­tor is over: 94 per cent of small and me­dium-si­zed com­pa­nies in Ger­many have al­re­ady gai­ned ex­pe­ri­ence with stra­te­gic al­li­an­ces. 88 per cent are plan­ning to en­gage in al­li­an­ces in the fu­ture. These are two core fin­dings from Eb­ner Stolz Ma­nage­ment Con­sul­tants’ study, “Stra­te­gi­sche Al­li­an­zen. Wir­kungs­vol­les In­stru­ment oder über­schätz­ter Hype? Das sagt der Mit­tel­stand” (“Stra­te­gic Al­li­an­ces: Ef­fec­tive In­stru­ment or Over­ra­ted Hype? What the SME Sec­tor Has to Say”). The ma­nage­ment con­sul­tants sur­veyed 500 cor­po­rate lea­ders as part of the study. The ana­ly­sis in­clu­des the ex­pe­ri­en­ces seen in more than 300 al­li­an­ces. ...read more

Related Topics

Tack­ling the Pro­cu­re­ment Pro­blem

Oft­en­ti­mes pro­cu­re­ment pro­ce­du­res are not stream­li­ned un­til the suppliers are selec­ted. But tra­di­tio­nal ap­proa­ches such as ne­go­tia­ting a vo­lume dis­count or en­cou­ra­ging com­pe­ti­tion bet­ween suppliers won't ne­ces­sa­rily to save you as much mo­ney pos­si­ble - be­cause there are still un­tap­ped sa­vings hid­den ear­lier in the pro­cess. The ma­nage­ment con­sul­tants at Eb­ner Stolz can help you tackle your pro­cu­re­ment sys­tem right from start, when you con­fi­gure your re­qui­re­ments and draw up the spe­ci­fi­ca­ti­ons. This can re­sult in si­gni­fi­cantly grea­ter and lon­ger-las­ting sa­vings than the "ty­pi­cal" ap­proach to pro­cu­re­ment. ...read more