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Case Studies

Effective realignment
and financial planning

The key to a financing boost through clear figures.

Realignment with vision

The family business had a holding company in which an older business property was held. As part of a realignment of the group, proceeds from other parts of the group were used to build several residential buildings for rental purposes.
In addition, a large-scale solar park with a long-term feed-in tariff contract brought into the company. External financing of the company was not necessary; the financing was largely provided through shareholder loans.

Clarity in the cost structure

Right at the beginning of the realignment, a cost center was created for each object and the cost types were adjusted to the costs of the objects. An auxiliary cost center was set up for overhead costs, but this was not allocated further. A cost center constraint was set up for postings; cost types and general ledger accounts were identical.

All cost centers were summarized in an operating statement sheet (BAB) designed for control purposes, including the settlement of incidental rental costs. The BAB and income statement showed the same key figures.

Seamless integration of cost accounting, income statement and financial reports

In addition to cost and activity accounting, there was a complete monthly financial report comprising an income statement, balance sheet and cash flow.

Planning for the new financial years was initially carried out in the format of the BAB. The values could be transferred to the income statement without any problems. The integrated financial planning was created in the format of the financial report, so that actual and planned figures merged seamlessly.

Once fully set up in the ERP and via templates in Excel, the maintenance effort of the financial system was very manageable. The complete and transparent basis of figures was a prerequisite for all properties to be satisfactorily profitable and for the company to generate profits and a positive cash flow as planned.

Loan approval in record time

After a few years, the shareholders decided to withdraw the shareholder loans and replace them with external financing.

In addition to expert opinions, descriptions of the properties, annual financial statements, the BABs with both the planned and actual figures as well as the financial reports and an integrated financial plan based on the financial reports were submitted to the bank for the first loan application.

The comprehensive and transparent presentation of all key figures meant that the loans of EUR 3 million were approved within 14 days without a single query from the bank.

Comprehensive financial transparency

While the managing directors and shareholders were previously skeptical, they now realized that a comprehensive and transparent financial system also delivers very high added value to external relationships.
The managing directors and shareholders of the company recognized the value of a holistic financial system thanks to this positive surprise.

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