Finance and management consultancy

Elaborating business development strategies:
   
>  carrying out market research and analyzing the competitive environment

>  developing and analyzing strategic development alternatives

>  developing strategic goals

>  developing a programme to implement the selected development strategy

Constructing management systems based on key performance indicators or balanced scorecards (BSC): 

>  formalising company goals

>  defining key performance indicators for the whole company/holding, responsibility centers, and individual staff members

>  developing strategic charts

>  defining the links between the goals and their mutual influence

>  developing methodologies for calculating indicators

>  developing a system for monitoring strategy implementation employing BSC

>  selecting the optimal BSC automation variant

Putting in place managerial accounting and budgeting systems:
 
>  identifying the centers of financial responsibility and developing the company’s financial structure

>  developing cost accounting and cost calculation systems

>  defining the composition and formats of managerial reporting (including budget forms)

>  developing procedures and budgeting process regulations, implementing necessary organizational changes

Developing and evaluating business plans, feasibility reports, investment memoranda:
  
>  analyzing the trends in market development and competitive advantages of a given company/project

>  developing investment plans (description of planned investments areas, analyzing sources and methods of financing)

>  developing organizational plans (description of company/project management system, defining workforce requirements)

>  developing operational plans (description of manufacturing programmes, calculation of estimated costs, defining pricing policies etc.)

>  developing financial plans (formation of pro forma financial statements, calculation of cost effectiveness indicators)

>  analyzing potential risk factors and developing risk mitigation measures

>  situation analysis

Diagnostics of corporate business activities:
 
>  analyzing the financial standing of companies

>  analyzing the individual areas of company activities and identifying the main problems in the business

>  developing recommendations to optimize activities

Conducting due diligence:
  
>  analyzing the consistency of assets and liabilities as per reporting with the actual assets and liabilities

>  analyzing the revenue and expenditure structure (including pricing policy and costs)

>  analyzing current contracts

>  analyzing tax obligations and financial and commercial risks

Optimizing the organizational structure and management system:

>  identifying functional duplication and overlap

>  defining functions to be eliminated and developing the new functions

>  evaluating options for eliminating management levels

>  generating alternatives for the organizational structure of management

>  developing recommendations for selecting the most appropriate organizational structure and management mechanisms

>  developing internal regulatory documents

Reorganising holding structures:

>  developing the organizational principles of the holding structure; defining the degree of functional centralization and decentralization within the framework of the overall holding structure

>  reviewing alternatives for the organization of the holding structure, including the interactions of business units with each other and with the management company

>  developing basic mechanisms for managing the holding structure

>  developing alternatives for organizing goods and material flows and financial flows between the business units and the management company

>  developing an action plan for the formation of the selected optimal holding structure

>  developing internal regulatory documentation aiming at a clear distribution of functions, powers, and responsibilities

Optimising and reengineering business processes:
 
>  diagnostics of business processes and evaluation of their compliance with company objectives (conducting systematic analytical research, audit and analysis of the current state of business processes, selecting the optimization approach)

>  documenting business processes (“as is” description of processes)

>  designing “as should be” business processes (developing optimization criteria, designing a new structure of business processes, making recommendations for optimizing the organizational design)

>  support in implementation (selecting processes and companies for pilot implementation, developing the implementation plan, designer supervision and methodological support)

Developing a staff motivation system:

>  analyzing the staff motivation system currently employed by the company

>  creating a system of personal responsibility and control

>  developing a system of tangible and intangible incentives

Conducting market research:

>  analyzing market capacity and market segmentation

>  analyzing the composition of market participants and their respective market shares

>  developing measures to improve product competitiveness

>  developing marketing strategy (including expansion into new markets and extending the product range etc.)