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Case Studies

Five case studies on investment strategy, growth, financing, business formation and succession.

Case Study 01 / 05 · SMEs | Logistics

Growth needs a sustainable financing structure

Strategic financing advisory · Liquidity planning

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The starting point

A medium-sized logistics company planned to expand its fleet and fulfil new customer orders. Rising working capital needs coincided with existing financing commitments. Management needed a reliable view of investment requirements, liquidity and financial headroom.

Our approach

The advisory approach involved an assessment of the economic position, structuring short- and medium-term capital requirements and examining alternative financing scenarios. Financial figures and documentation were prepared with the requirements of potential financing discussions in mind.

The value

A clear basis for investment decisions and financing discussions. Management could assess capital requirements, commitments and growth plans together.

Entrepreneurial contribution

Organise capital requirements. Understand liquidity. Prepare for growth.

Case Study 02 / 05 · SMEs | Wholesale

Expansion with economic substance

Business Development · Strategy · Partnerships

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The starting point

An established wholesale business wanted to enter additional markets and build new supplier and distribution partnerships. Opportunities existed, but clear priorities for economically controlled expansion were missing.

Our approach

The business model, market position and potential growth areas were examined systematically. This formed the basis for assessing potential cooperation, resource requirements and the organisational steps needed.

The value

A prioritised development framework with clearer decision-making processes and criteria for new partnerships. Growth could be prepared step by step, with the existing core business in mind.

Entrepreneurial contribution

Assess opportunities. Evaluate partners. Structure growth.

Case Study 03 / 05 · Large enterprises | Multiple business units

Complex structures. Clear decisions.

Investment strategy · Capital structure · Business development

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The starting point

A company with several operating units needed to align different investment interests and strategic priorities. Capital commitments, growth and responsibilities were to be considered from an overarching corporate perspective.

Our approach

The focus was on assessing the investment and organisational structure, examining capital requirements and liquidity needs, and developing clear scenarios for strategic decisions.

The value

A consistent basis for assessing different courses of action. Connections between business units, investments and long-term development became clearer for decision-makers.

Entrepreneurial contribution

Reduce complexity. Make alternatives visible. Prepare decisions.

Case Study 04 / 05 · Business formation | Technology

From an idea to a sound economic foundation

Business model · Capital planning · Start-up advisory

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The starting point

A technology-focused founder had a compelling product concept and initial market feedback. However, the revenue model, cost structure and capital requirements were not yet sufficiently aligned to assess the economics of the next development steps.

Our approach

In this situation, the EEF advisory approach starts with the business model, target group, revenue and cost assumptions, and a realistic development and capital plan. Potential investment models and preparation for discussions with suitable partners are considered alongside this work.

The value

A structured development plan with transparent economic assumptions and clearer priorities for the next steps. This does not constitute a commitment to provide financing or an equity investment.

Entrepreneurial contribution

Examine business models. Structure the figures. Support founder decisions.

Case Study 05 / 05 · Business owners | Succession

Developing a lifetime’s work with foresight

Management sparring · Investment options · Succession preparation

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The starting point

The managing shareholder of an established family business was considering its future ownership and management structure. A full sale was not necessarily the preferred option. Personal goals, operational responsibility and economic interests needed to be reconciled.

Our approach

Confidential discussions clarified objectives and assessed alternatives such as a strategic partnership, a partial equity investment or a gradual handover. Legal and tax structuring remains the responsibility of the respective specialist advisers.

The value

Greater clarity about possible future scenarios and their effects on ownership, responsibility and business development. This provides a basis for further specialist discussions and decisions.

Entrepreneurial contribution

Clarify the owner’s perspective. Structure options. Prepare for the future.

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Investment, growth or succession: let’s discuss the economic perspective of your plans.

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