In-court recovery acts in Brazil
Since February 2005, the law for in-court recovery acts has been introduced, substituting the former company failure act with immediately following wind-up process („concordata“). The new law was inspired by the American legislation, particularly the well known Chapter 11 Act.
New local content rules for Brazilian offshore oil sector
New local content rules for the Brazilian offshore oil exploration sector and the challenges for the next decades in the ultra-deepwater pre-salt layers.
RoI in Brazil, Europe and North America
Investments in Brazil performing much better than in North America or Europe.
Self-Assessment „Going Brazil“
Due to the tensions in several emerging markets in early 2014, many companies face the decision whether or not to develop “their“ Brazilian market.
Historical change of Petrobras management culture - indications and chances for suppliers!
After decades of a paternalistic relationship between the Brazilian state owned petroleum company and its suppliers, the wind has changed since Mrs. Maria das Graças Silva Foster, became president in February 2012.
Flashlight Petrobras, June 2014
The ultra deepwater oil fields discovered in the Brazilian Atlantic Ocean raised highest expectations. It have cooled down, the hard work started and real opportunities for new suppliers are emerging now.
TucanAdvisory Partners - corporate service for small and mid-sized companies
Together with BoaVista Consulting GmbH, Munich, Germany, we are joining our competences in a defined business and project field. Both founding partners announce TucanAdvisory Partners.
Reorganisation of a Brazilian automotive supplier.
With João and Fernanda at the table - stuck in the jungle of cost reduction.
Reorganizing a supplier of the Brazilian real estate market.
The transformation of an extraordinarily successful European business model is proving fundamental to the survival of a construction supplier in Brazil. This process prevented the closure and transformed the local company into a profitable business.
What is Budgeting, Tactical and Strategic Planning?
The crisis explodes. When the crisis broke out completely in 2015 and volumes shrank by up to 60% within a few months, the Brazilian branch was forced to receive money from the European parent company every month to cover running costs. A 360-degree-view for real reorganization is required.
Restructuring as fighting crime
A globally active investor in renewable raw materials needed to restructure its local activities. Deep criminal and corrupt structures are discovered in the organization.
Digitalization as a rescue
Sports shoes and sneakers are also extremely popular in Brazil. As a result of the crisis, a distribution chain for these products has become a threatening imbalance. Closure or reorganization? The way out was a radical redesign of the business model and migration to digitalization.
Difficult generation change
A Brazilian family company active in the automotive supply industry must bring about a generational change and seek a new way out of the crisis. The situation is extremely difficult - in all aspects.
They say a lot of cooks spoil the porridge. And what if sometimes several chefs create a fantastic dish? And if this dish then leads to everyone tasting it good again, one should also question the paradigm mentioned at the beginning - at least on a case-by-case basis.
Flashlight on the Brazilian startup scene in 2019
Startup companies are undoubtedly the current hype in the entrepreneurial-economic world. Especially the region of the metropolis São Paulo has developed into a global start-up hub and more than quadrupled its investments in new companies within two years - completely detached from the crisis. The project report summarizes our experiences and observations at the beginning of 2019.
Productivity increase +30% due to automation and digitization of the value chain
The outbreak of the Lava-Jato crisis in Brazil threatened the future of a second-generation family business that manufactures machinery and equipment for the oil and gas industry. Digitalisation and automation brought the breakthrough for integrated cooperation.
Generational change in a family-owned company
Can a family business still be managed exclusively by family members in the third generation? How can a generational change be integrated into a restructuring project? Does everything have to happen quickly, or is time a decisive factor in achieving convincing maturity? At the same time, opportunity/risk management is deeply rooted in the new corporate culture.