Mk&Partners

Mk&Partners

martedì 23 luglio 2013

Evitare la crisi di impresa si puó

Negli ultimi cinque anni decine di migliaia di imprese di ogni dimensione sono state vittime di crisi aziendali, in varie forme.

Molte hanno dovuto arrendersi, moltissime stanno ancora lottando per la
sopravvivenza, e qualcuno è anche riuscito ad uscirne.

Le difficoltá hanno sovente cause di mercato o derivano da errori gestionali, ma assumono contorni critici solo quando la crisi diventa finanziaria e si manifesta con la difficoltà di rispettare i pagamenti verso creditori o i dipendenti.

Recentemente queste difficoltâ si sono acuite a causa della mancanza di liquidità che affligge il nostro mercato, con la conseguenza che innumerevoli sono stati i fallimenti generati da mancati o ritardati pagamenti da parte di clienti.

Questo succede anche perché gli imprenditori, all'insorgere delle prime difficoltá, tendono ad andare avanti come se nulla fosse.

Ebbene, questo é il primo errore da evitare.

Il primo calo significativo di fatturato non deve
essere giustificato con l’andamento del mercato.

Sebbene un calo nel fatturato non si traduca necessariamente in tensione finanziaria, potrebbe essere meno temporaneo di quanto si creda e gli effetti, prima o poi, si faranno sentire.

Occorre domandarsi e calcolare quanto a lungo possa resistere l’impresa e predisporre i primi
programmi per la riduzione dei costi o la ricerca di nuovi sbocchi commerciali (nuovi mercati B.R.I.C. tanto per cominciare), investendo le risorse necessarie affinché il tentativo di espansione non diventi un flop clamoroso e si riveli un pericoloso boomerang.

Purtroppo, invece, sono pochissime le piccole e medie imprese con questa capacità e velocità di reazione.

In realtá, molti imprenditori non riescono a cambiare veramente rotta e la tardivitá della reazione non fa che acuire la crisi, che puó cosí diventare irreversibile.

L'eccesso di self confidence spesso é anche causa del fatto che l'imprenditore non ha la situazione in pugno e non sa tutto quello che avviene in azienda.

Contabilità in ritardo, scarsa dotazione
informatica, mancanza di informazioni precise e voler fare tutto da soli senza affidarsi a consulenti, sono tutti elementi sono elementi comuni che ritroviamo in tutte le aziende in crisi.

La navigazione a vista é sempre molto pericolosa.

La presenza di un sistema di controllo di gestione e l'ausilio di consulenti legali e finanziari é vitale per evitare di incorrere in errori grossolani.

Un contratto importante non revisionato da un professionista puó nascondere insidie e rischi in grado di minare la stabilitá aziendale. Questo é risaputo e non dobbiamo essere noi di MK&P a dovervelo spiegare.

E questo magari solo per la smania di voler fare da sé, perché si é convinti che con google si risolve ogni problema.

Accettare, poi, ordini e commesse con tempi o servizi non alla portata della capacità aziendale potrebbe, ad esempio, esporre l'azienda al rischio di penali o contenziosi legali assai spiacevoli e costosi.

Naturalmente, a questi rischi, al momento delle trattative, quando eravate animati dal classico volemose bene e dalla fretta di firmare, non avevate pensato.
          
Cosí come spesso si dimentica che é di importanza fondamentale avere flussi di cassa sempre in movimento (cash flow) ed incassare con costanza.

Prima di dare credito spendete qualche euro per acquisire informazioni commerciali sui clienti nuovi e, soprattutto, non lasciate che le fatture rimangano a marcire per mesi, magari mentre nel frattempo continuate a fornire la vostra prestazione al cliente moroso.

Individuate e combattete i cattivi pagatori. Le vostre armi devono essere diffide, decreti ingiuntivi ed informazioni commerciali.

Tante volte ci siamo trovati di fronte a societá con crediti in sofferenza stagionati ed esposizioni notevoli verso gli stessi soggetti o fatture per centinaia di prestazioni, anche di poco valore, non riscosse a tempo debito.

Del pari, evitate di accumulare troppi debiti. La sofferenza fa presto a trasformarsi in insolvenza.

Un'impresa virtuosa dovrebbe sempre avere una riserva di cassa sufficiente a far fronte a situazioni di crisi e, peraltro, la legge in molti casi lo prevede.

È, comunque, consigliabile rivolgersi a degli esperti anche per la gestione dei debiti.

Non disperate, quindi, uscire dalla crisi si puó, ma senza un consulente di fiducia a cui affidarsi non si va molto lontano.

Risparmiare non paga e navigare con una piccola barca in mari molto agitati non é la strategia vincente.

Azienda in crisi... che fare?




Dal 2007 migliaia di imprese di ogni dimensione sono state e sono tutt'ora interessate da crisi aziendali, che hanno portato molte di loro a chiudere i battenti, mentre altre stanno ancora lottando per la sopravvivenza. 

Eppure il salvataggio non è un miraggio, ma può diventare una rassicurante realtà se deciderete di rivolgervi a degli esperti, onde evitare di aggravare in modo irrimediabile la crisi aziendale ed entrare in una inesorabile agonia, che non potrà che concludersi con il fallimento. 

MK&Partners traghetterà la vostra azienda fuori dall'incubo dell'indebitamento, gestendo direttamente il vostro monte debiti, ricevendo le telefonate da parte dei creditori, cercando di transare con loro le posizioni a sofferenza, di procedere alla liquidazione e cancellazione dell’impresa oppure se necessario di trasferirla all’estero.

Qualunque siano i problemi che impediscono alla Vostra azienda di raggiungere lo scopo per cui è stata creata, ovvero produrre utili, Mk&Partners risolverà il problema.

Quando avete la percezione che la vostra azienda sta incontrando difficoltà rilevanti, a parte affidare ad un legale la gestione delle posizioni debitorie, dovete anche considerare le seguenti ipotesi: 

a) sostituire l'amministratore o l’intero consiglio di amministrazione, onde evitare che vengano coinvolti in un eventuale fallimento, restando marchiati a vita;

b) cedere le quote della società;

c) trasferire la sede legale e mutare la ragione sociale (nominativo) per guadagnare un po' di tempo.

In questo modo potrete togliervi il peso di una società in crisi e tornare a dormire sonni tranquilli.

Chiarezza, trasparenza e privacy sono le doti che ci distinguono.

Nasce MK&Partners

MK&Partners è una nuova realtà a vocazione internazionale, con sede a Milano e dislocazioni in Russia, che si propone in primo luogo di rinfrescare l’immagine della professione forense e restituirne nuova dignità. Ma MK&Partners non è solo assistenza legale.

Proprio in considerazione della propria vocazione internazionale, lo Studio è specializzato nella consulenza a professionisti ed imprese nell’ambito dell’internazionalizzazione e dell’apertura di sedi e rappresentanze commerciali e produttive nel territorio Russo, oltre che in ambito comunitario.

Lo Studio offre consulenze e lavora, oltre che in lingua italiana, anche in russo ed in inglese.

Contatti: info@mkpartners.it
Website: www.mkpartners.ru

venerdì 5 luglio 2013

Practical Guide to Futures - Second speech of Mr. Renato Musella at Sochi International Forum "Global Grain"

Dear Friends, as you all know, grains international trade market is based on so said futures contracts.

The term “contract” referred to futures exchange trades can be a little off putting, but it is mainly used since a futures investment has an expiration date and however is tying a futures buyer and seller together on a commodities market to trade a specified asset of standardized quantity and quality for a price agreed upon today, while delivery and payment will be issued at a future date, as well known as the delivery date. So we can still keep naming them as contracts.

The contracts are negotiated at a futures exchange market, which acts as an intermediary between the two parties, serving the different raw commodities or commodity groups.

Answering the question raised during the Sochi Global Grain Forum (whether Russian Federation should acquire a futures exchange market for grains), Mk&Partners underlines the importance of the exchange market, since it brings together the opposite interests and purpose of operators, costumers and investors.

In the case of grain commodities, like corn and wheat, the commercial commodity producers as farmers, who plant, harvest and sell their corn have an opposite interest and purpose from commercial commodity consumers as for example cereal companies, bread manufacturers.

Upstream producers want to hedge their crop against potential falling prices when harvest time comes, while consumers want to lock in a good price today for future delivery of raw commodities like corn, in the case of rising prices in the meantime.

It’s clear how futures exchange markets are bringing futures speculators, hedgers and producers together.

The most controversial term, the casus belli, in future markets is the price.

Once the delivery date arrives, the amount exchanged is not the specified price on the contract, but the spot value. Consequently it’s vital to elaborate tools for managing price and income risk in the volatile price environment

Let’s make a practical example. Producers want to protect themselves from possible future declining prices and a potential loss at harvest time.

As you all know, the farmer has production costs to be covered and therefore first of all they are willing to earn the cost back and make a profit on the sold. But crops will be ready to harvest and sell after several months.

All sorts of factors like weather temperature, rain, drought, higher or lower yields from competing international producers could influence the crops and the final price, in case he will be able to sell it.

Consequently, on future exchange market produces agrees to sell their products in the future markets to consumer today, for a set specified price for delivery which will be placed several months later.

The producers want to ensure they won’t face a loss in case the overall market for crop produce a surplus, decreasing commodity prices at harvest time.

On the other hand, if there’ll be a shortage of production and high demand at harvest time, crops would be worth a higher price in the future market.

In this case, the produces would face a loss since there would have been a higher profit for crops, if had waited for harvest to sell, but still came out to the good, locking in a good price to cover costs and a profit by trading in the future markets 6 months ahead of harvest time.

If there had been unexpected surplus of production at harvest time, still producers acting on futures market would be to the good, protecting themselves by locking in a pre-determined profit for their corn when they agreed to sell crop months earlier at planting time.

On the other side, consumers act on the futures exchange markets to ensure the lowest price they can for raw commodity to avoid the possibility of crop shortage resulting in high demand with the consequence of raising prices at harvest.

Noticeably, on commodities market both parties are far more concerned with minimizing their future risk than maximizing their profits.

Aware of the fact that reality isn’t so simple as the foregoing examples and aware of all difficulties related with cereals commodity market Mk&Partners would like to illustrate you the following practical advises.
As stated before, the parties acting on futures market have opposite interests and purposes.

Mors tua vita mea used to say the Romans, so it’s mandatory not to consider your counterpart as your best friend (this is the mistake almost all my client do at the very beginning, asking me not to be too strict and rigorous writing the contract), but to be more realistic and be aware that your contractual party is doing his own business and playing his cards.

Operators tend to forget that the contracts are legal instruments that obligate both parties to commitments and obligations so try to follow the suggestions below before during your negotiations:

1. Before you sign a contract, know and understand all of its features and how they will affect your interests.

It shall be more than clear all the aftermaths of the contracts on the reduction of market risk, where the contractual terms and conditions could represent a risk for you, and what your obligations really imply and mean;

2. So if you have any doubt don’t pretend that you understood everything and don’t sign before you clarified and erased all weaknesses with the assistance of an attorney.

3. Get informed on your counterpart, especially about his financial and economic conditions and ability to perform obligations.

4. Try to understand how the grain price has been determined. As you have surely understood from above explanation, the main risk of a future contracts comes from the price volatility. If a formula is involved, be sure you understand how it works and try to understand what your price would be with extreme market conditions.

5. Understand the implications if your production falls short of the quantity you have contracted to deliver.

A production shortfall can have implications for your net income and financial risk exposure, as well as for meeting contract obligations. The contracting firm establishes a position in the futures or options market to support your contract, and hence has financial obligations that depend on timely fulfillment of your contractual obligations.

While some term and conditions of grain sale or purchase contracts may vary, the following key elements, in all their simplicity, should be present in all contracts:

1. The quality (grade) of grain delivered or to be delivered;

2. The date by which delivery is to be issued;

3. The location for delivery;

4. The price or formula to be used in determining the net price;

5. Price adjustments if you are unable to meet the specified grade;

6. The quantity being contracted;

7. Signatures of both parties and date of signing. 

The price is a function of the futures market and the cash market, so there is a futures component and a cash component and the difference between the two is the basis.

Subtract the cash from the futures price and you have the basis, which is likely a negative number, unless your local processor, ethanol plant, or feed lot is in need of grain.

At that point it might be a positive number. There are four independent dynamics which are identified as pushing and pulling on the cash market to cause the basis to be where it is:

a)                  Corn and bean futures have declined. When the futures prices decline there is less interest by producers in wanting to sell into a market in loss. Consequently, when futures prices decline, cash prices typically rise because consumers need to acquire the physical commodity;

b)                 Ending stocks got to be tight. With a small carryout end users know that bushels are being rationed and it may be difficult to acquire needed stocks; Consequently, cash prices will rise in an effort to acquire just enough stocks to satisfy the immediate demand.

c)                  Good demand. Both processors and exporters are seeing increased demand so they are also bidding up the cash price to obtain the physical commodity;

d)                 Lack of farmer selling. A basis contract can be used to market your grain by taking advantage of the narrow basis, and then sometime later, locking in the futures portion of the price. When that occurs you have a forward contract, theoretically with a higher value due to the narrow basis.

The key to success is watching the futures price and ensuring that the contract agreement is completed before the futures price erodes further.

Therefore before to enter into a future contract you shall consider the following risk elements:

1)                 Market-volatility risk with minimum price contracts; thus the risk that the net price on such contracts will not change one-for-one with cash and futures prices as the price level rises. The same kind of risk exists with maximum price contracts used for feed purchases. The size of this risk varies with market volatility and the length of time until contract delivery. It tends to be largest with volatile markets and when the delivery date is several months away;

2)                 Tax risk, which includes the risk of whether futures or options-based losses in contracts will be ordinary business expenses or capital losses, as well as other tax issues. Provision is made to carry capital losses forward to later years. For corporations, no capital loss is deductible unless matched by capital gains. Elevator contracts typically do not separate these price components, but tax issues can still be critical;

3)                 Counter party risk. The risk that the buyer will be unable to perform part or all of his or her contractual obligations or will be unable to pay for your grain. This risk is especially important for credit-sale contracts, in which the title of grain has been transferred to the buyer but payment has not yet been made. This risk also may be a consideration with other types of contracts;

4)                 Control risk —the risk that contracts will get out of control. Some contracts require several stages of decision-making beyond the initial contract signature. With these contracts, there is risk that market action will move your net return to an unacceptable level before you realize what is happening and can take corrective action.

From all aforesaid, it’s evident that grain contracts are important tools for managing price and income risk in the volatile price environment.

Successful use requires a complete understanding of how various contracts work, the kinds of risk they are designed to control, and the areas of risk that remain after the contract is signed.

In conclusion, we hope that our practical suggestions will lead you on the right route in your cereals trades. But do not forget to get professional assistance if necessary.

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