000			04050nam a22004455i 4500
001			978-3-540-33075-2
003			DE-He213
005			20161121230902.0
007			cr nn 008mamaa
008			100301s2006 gw | s |||| 0|eng d
020			_a9783540330752 _9978-3-540-33075-2
024	7		_a10.1007/3-540-33075-5 _2doi
050		4	_aHG1-HG9999
072		7	_aKFF _2bicssc
072		7	_aBUS027000 _2bisacsh
082	0	4	_a332 _223
245	1	0	_aCorporate Restructuring _h[electronic resource] : _bFinance in Times of Crisis / _cedited by Michael Blatz, Karl-J. Kraus, Sascha Haghani.
264		1	_aBerlin, Heidelberg : _bSpringer Berlin Heidelberg, _c2006.
300			_aXII, 180 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0		_aThe Success Factors of Restructuring in Germany — New Challenges for Corporate Financing -- Innovative Crisis Management Concepts — An Up-to-Date Status Evaluation -- Corporate Restructuring in Germany — The Economy Remains Tense, but Restructuring Offers Definite Opportunities -- Recapitalization — New Corporate Financing Options -- From Crisis to Value Increase: How Companies Can Attain High Profits During a Restructuring Phase -- The Financial Restructuring of Medium-Sized Companies -- Changes in Due Diligence Requirements -- The Results of the Latest Surveys Performed by Roland Berger Strategy Consultants -- German-European Restructuring Survey 2004/05 — Results and Recommended Courses of Action -- Distressed Debt in Germany from the Banks’ Point of View -- Practical Financial Restructuring Examples — Case Studies -- Financial Restructuring of a Pharmaceutical Company -- Reorganization and Capital Market — Growth Financing Shores Up the Restructuring Process -- Restructuring and Recapitalization of the HD Co. Group -- Return to Growth — The Wind AG Restructuring and Recapitalization Process -- The Utilization of Divestments in KML’s Group Restructuring Process.
520			_aTechnological progress and globalization have completely changed the overall conditions and rules of entrepreneurial engagement. The speed of this modern high performance economy has accelerated, competition is fiercer than ever, and the battles are no longer fought in the domestic or intra-European arena, but on a global level. To keep up with their rivals and increase their productivity, bu- nesses must be able to efficiently manage their processes and structures. However, strategies and business models must be developed simultaneously to set the stage for a successful and sustainable course of expansion. Driven by these forces, the management and focus of restructuring measures has also changed in recent years: in the past, the primary objective was to implement solutions to improve the operational end of the business – and, ultimately, to cut costs. The strategic revamping of the company is closely linked to this type of operational restructuring. Since then, however, another financial dimension has been added to this restructuring approach. In other words, the restructuring pr- ess – and the respective demands it imposes on stakeholders, such as managers, financial partners, and consultants – has evolved substantially from pure cost cutting measures (often associated with "rightsizing") to consulting on the brink of insolvency (planned insolvency method) and growth-oriented financial restr- turing.
650		0	_aFinance.
650		0	_aManagement.
650	1	4	_aFinance.
650	2	4	_aFinance, general.
650	2	4	_aManagement.
700	1		_aBlatz, Michael. _eeditor.
700	1		_aKraus, Karl-J. _eeditor.
700	1		_aHaghani, Sascha. _eeditor.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9783540330745
856	4	0	_uhttp://dx.doi.org/10.1007/3-540-33075-5
912			_aZDB-2-SBE
950			_aBusiness and Economics (Springer-11643)
999			_c505414 _d505414