ECU is the first and currently only pan-European organization of legal and tax advisors, auditors and management consultants.
With regard to internationalization, the following areas should be given priority for the time being.
2.1. Fostering relationships and collaboration
ECU promotes the idea of mutual support and recommendation among each other. dismantling of the concept of competition.
ECU brings together professionals within the individual professional groups on a project-related or long-term basis (interdisciplinary and/or multicultural team building in various organizational forms).
ECU has developed the legal basis for cross-border and cross-professional cooperation/consulting teams.
ECU enables perks in many areas of life through a joint ECU limited liability company.
ECU maintains close and intensive cooperation with domestic and foreign institutions (e.g. trade and professional chambers and embassies) and organizations (e.g. economic, business and professional associations).
ECU plans seminars and training events alone or together with institutions or organizations.
2.2. Development of concepts to promote cooperation with companies
ECU develops marketing strategies and concepts for the individual professions.
ECU maintains an up-to-date database of the specialist areas and special qualifications of the professional colleagues. Upon request, ECU will help both members and third parties to find the specialist they are looking for with the appropriate language skills (see www.ecu-online.org on the Internet).
ECU enables different clients and contractors to be brought together worldwide and across professions.
ECU is the contact point for inquiries from companies
ECU presents its know-how pool to companies with worldwide targeted PR campaigns.
2.3. ECU as an association of medium-sized business consultants in Europe.
ECU as a concept of concentration and to stand up to the large international mammoth consulting companies.
Receiving the "small and medium-sized" consultants.
Entrepreneurs advise entrepreneurs
ECU promotes small and medium-sized consultants, who not only deal with the problems of small and medium-sized companies very individually, but also support the entrepreneur in problem solving and implementation.
ECU can name all professional groups and required specialists across the board.
As a pool of consultants, ECU strives for public (large) orders.
By 2008/2009 at the latest, ECU will also start operations overseas (Japan, USA, etc.).
The aforementioned goals and tasks of the ECU can only be achieved through the committed cooperation of the members.
Our slogan for the 21st century:
We coach to success!
2.4. Objectives, achievements and case studies
ECU sees itself as a practical and success-oriented association of business consultants with the aim of securing and expanding the future of entrepreneurs on the world market through active cooperation in the international network.
The industrial practice group Food & Beverage from ECU provides typical case studies from current mandates:
Example #1:
Further business development of a leading manufacturer of long-life baked goods in Germany through strategic alliance partners abroad
- Joint development of a transnational growth strategy with the managing partner of the client company.
- Search for suitable strategic alliance partners in the USA, France, Switzerland and Poland.
- Strategy talks and corporate planning with the top management of the Polish alliance partner / acquisition target; Preparation of the transaction process (cooperation agreements, takeover of the listed and der Belegschaftsaktien, financing model and bank talks); Implementation of the strategy and new management organization by General Management auf Zeit.
Example #2:
Merger of a Spanish and German confectionery manufacturer to realize strategic advantages on both sides.
- From the point of view of the (larger) Spanish company, the (smaller) German company is a building block for the realization of its "localization strategy".
- From the point of view of the German company, the Spanish company is a strategic investor and financier with the support of its own product brands in the in-u. Aisland can be better positioned and expanded.
Example #3:
Succession problem regulation at a German fruit juice manufacturer
- The owner-managed company is considered a leader in the German fruit juice market.
A succession within the family is ruled out. An English food group that already has a German subsidiary in the fruit juice product field in its portfolio is interested in acquiring the juice manufacturer.
- The planned transaction process is divided into the following work steps:
1.) Conversation with the shareholder of the German company (target company)
2.) Exchange of the corresponding confidentiality agreement
3.) Data collection and summary of the target company based on a company profile
4.) Presentation and assessment of the target company including company valuation and purchase price determination
5.) negotiations with the target company
6.) Coordination of strategic and operational corporate planning
7.) Provision and release of specialist lawyers, e.g. for corporate law,
Steuerrecht u. sonstigen Fachexperten
8.) Formulation of the letter of intent
9.) Coordination of due diligence
10.) Content coordination and management of the lawyers to develop a
einheitlichen Vertragentwurfs
11.) Coordination for the execution of the contract conclusion (closing)
Even after the closing - in the so-called integration phase - special management tasks (e.g. project management for organizational change measures or temporary general management for temporary management tasks) can be taken over after closer coordination.
The overall goal is to ensure the success of the transaction over the long term.
