A European private equity company is planning to invest in medium-sized companies with high growth potential and a strong market position. At the same time, it is important that the target company has a significantly high share of international value creation in order to be able to flexibly compensate for locational disadvantages in Germany and to be able to dynamically realize integration into global value chains. The aim is to identify companies that are both financially sound and strategically well positioned to generate long-term value creation. Another important criterion is to use the succession plan of the target company for professionalization. In order to make well-founded investment decisions, a project is to be carried out to evaluate the business plans of medium-sized companies.

Argentina's stock exchange delivered a stellar performance in 2024, gaining international attention. Was it genuine growth or simply inflation shifting into stock prices? This blog dives deep into the country’s fiscal measures, economic challenges, and stock market drivers, offering insights into real corporate performance versus inflation-driven gains. Discover how inflation, fiscal policies, and global investor sentiment shaped the Buenos Aires Stock Exchange, and why understanding these dynamics is vital for investors.

In the commodity industry of the Latin American market, mechanical and plant engineering companies face particular challenges. As an interim project manager, I have supported various companies in digitalization and reorganization in recent years. One of these projects impressively demonstrates how strategic measures in the after-sales business can not only increase customer satisfaction, but also sustainably improve productivity and competitiveness.

The after-sales business is far more than just a support area. It is a strategic asset that ensures long-term success in a challenging industry. With flexible processes, digital transformation and a strong focus on customer needs, companies can sustainably strengthen their competitiveness - even in the most remote regions of the world.

As we step into a new year, it's a perfect time to reflect on the past and learn from it. One area worth pondering is the notable instances when pollsters and economic analysts have gotten their predictions terribly wrong. These moments of miscalculation can teach us valuable lessons about the nature of forecasting and the importance of critical thinking. There are only two things that can help against this: firstly, accept that we are operating in a non-linear environment and secondly, keep your brain safe!

While strategic planning and tactical planning serve different purposes within an organization, they are both essential for achieving long-term success. Strategic planning provides the big-picture vision and direction, setting the stage for where the organization wants to go. Tactical planning, on the other hand, focuses on the short-term, actionable steps needed to get there. Maintaining a clear distinction between strategic and tactical planning is essential for the success of any organization. While both are important, they serve different purposes and must be handled differently. By keeping these two types of planning separate and ensuring that they are aligned, organizations can avoid the pitfalls of confusion, misallocation of resources, and diminished innovation, ultimately positioning themselves for long-term success.

On the night of November 5 to 6, 2024, East Coast USA, shortly after midnight - zero dark thirty - it was clear: the majority of SMEs in many nations, especially in Europe, and undoubtedly Germany, need a new business model. The wrong thing to do is to be scared. It is now a matter of two things: real strategic scenario planning and the preparation of operational implementation plans from day X in the first quarter of 2025.

The traditional business model of exporting nations is facing considerable challenges. From 2025, high import tariffs in the USA could affect the competitiveness of imported products. It is therefore essential that companies with a priority export strategy diversify their business models and tap into new markets. A differentiated strategy that includes Mexico and Brazil could be crucial.

Many people seem to think that the USA is the only place to be. Mistake? Possible - depends on your new business model and value streams.

In recent years, nearshoring has gained substantial momentum in the USMCA (United States-Mexico-Canada Agreement) economic region. This trend, driven by the need for resilient and diversified supply chains, has positioned Mexico as a critical player in North American manufacturing. However, the true potential of nearshoring can only be unlocked by maintaining strategic logistics hubs in the southern states of the U.S., such as Arizona, New Mexico, and Texas. These hubs play a vital role in ensuring the seamless movement of goods between Mexico and the U.S., a key factor in the success of nearshoring initiatives.

For Brazilian executives, embracing ESG principles is no longer a trend but a strategic necessity. By implementing comprehensive ESG practices, companies can enhance their competitiveness, manage risks, and meet growing consumer and investor demands. With strong leadership and a collaborative approach, Brazilian companies are well-positioned to create a more sustainable, profitable future.

The phrase “Brazil is not for beginners” is not only arrogant but also misleading. Entering any new market is a complex and challenging endeavor, and Brazil is no exception. By recognizing the universal nature of these challenges and emphasizing the importance of local expertise, businesses can approach the Brazilian market with confidence and optimism. After all, every market is a learning experience, and with the right mindset and resources, success is achievable anywhere.

In today’s globalized world, mining companies are increasingly focusing on maximizing local content in their operations, particularly in regions like South America, where mining is a significant economic driver. Recognizing this, a leading North American mining equipment supplier has embarked on a groundbreaking feasibility study aimed at increasing local content in Bolivia and Chile. This initiative is part of a broader strategy to support sustainable development in these regions while enhancing the company’s market presence.