Business Diagnostics, Business-Strategic Consulting, and Business Recovery

Business diagnostics, business-strategic consulting and business recovery are often interrelated. Reviewing these three variables provides a broad perception, alongside comprehensive solutions for the business dilemmas and challenges the organization is facing and must be resolved at the organizational level.

However, often to assess the organization’s status and to address specific situations, we need only one of these services.

Auren’s financial expert team works in a structured and goal-focused manner to provide the best and most appropriate response to the organization.

Business Diagnostics:

In similarity to medical diagnostics, business diagnostics are designed to identify and predict the problems in advance, to determine the treatment or to cope better with the situation, possibly in a less expensive way. Diagnosis can be done after the appearance of the symptoms, yet it is not recommended; usually best to perform as part of a routine test to identify problems before they emerged or already got out of control.

That is, business diagnostics are designed to keep the organization healthy.

We evaluate the external environment and then focus on the core of business operations.

In the matter of responsibilities of business diagnostics, we are also identified and evaluate opportunities.

Business–Strategic Consulting:

A business strategy consultant assists business owners or managers with the business strategy decision-making process. By leading processes and guidance to help determine; who is the organization, in which directions it should expand the business activity and how to get there, what are the criteria of measurement and how to measure and to assess business success.

A strategy planning consultant helps determine which specific strategic initiatives will provide the most beneficial response. The consulting is conducted based on market research, competitive analysis, scenario planning, and professional knowledge and experience.

Strategic planning is an ongoing process, and successful organizations will review their strategies on a regular basis.

Tasks and responsibilities:

1. Increase sales and revenue.

2. Reducing the cost of employee benefits.

3. Increase in profits.

4. Reduce workload and increase productivity

5. Strategic tax planning

6. Strategic exit ways

7. Mergers, acquisitions, and expansions.

Another subject that is worth to be noted and to be expanded separately is the negotiation process. The results of the negotiations have direct implications on the organization’s future, and while the process may appear to be short and focused, the negotiations are in fact a long process that requires synergy between different departments within and outside the organization. Proper management of the bureaucratical process, guidance in dealing and facing the regulation and in front of the regulator, suppliers, clients, banks and potential and existing investors, along with maintaining and targeting to accomplish the list of goals.

Business Recovery:

An unplanned event can have a devastating impact on the business.

An unplanned event for which there was no prior planning and no recovery plan could lead to a position of financial hardship with a horizon possibility of insolvency.

Obtaining early counseling can help the organization understand and clarify its current position and options and even prevent it from reaching a state of distress. Furthermore, if the organization is in a crisis, professional assistance in management might make a difference. Correct diagnosis includes extensive measurement next to the careful calculation of the damage, which is part of the analysis that allows a process of reconstruction and redesign of the organization.

As part of the recovery process, we are redesigning and rebuilding:

1. Reorganization of the conceptual business skeleton, as well as assistance and guidance through the process.

2. Test of the organization’s capability to meet payments.

3. Cash flow planning.

4. Constructing streamlining processes and proper work processes.

5. Close supervision of the management for exiting the crisis, with emphasis on proper management and control.

We are acting out of a shared ambition to end the crisis and return the organization to its path while minimizing the loss in minimum time; we distinguish what is important to do versus what seems urgent.

Although treating the source of the crisis often seen as the first and most important step to carry out. Most often, taking acute steps of action toward a continuance of the day-to-day functioning of the organization will be more beneficial.