The supreme discipline not only in times of crisis
When initiated in times of high temporal and economic pressure to succeed cost reduction programs are still often confused in practice with a cost management firmly anchored in the corporate management. But this is precisely the criterion for sustainable success of cost reduction programs, which are in practice often setup too late or without specific reference to the value of the company and therefore regularly end with a boomerang effect: forced savings postulated under high pressure come back as disproportionate cost increases in later periods.
Increasing pressure on profitability, productivity and above all cost efficiency, have grown continuous cost management as yet another management discipline to an additional central component of management control - not only in times of crisis.
Align stringent management of potential costs on the value added process
Basis of the 4C cost management approach is a management model aligned with the entire value chain that consolidates all information and aligns it with the results-oriented management of the cost potential within the company. The consistent analysis, evaluation and tracking of identified potential right up to the proven effect on the income statement is greatly facilitated by a specially designed instrumed geared to decision-makers. This contributes significantly to the creation of transparency and a uniform systematics in the action tracking.
Our expertise in control logics and methods for cost and process optimization does not only accelerates the generation of idea but also the implementation. Often such programs lead to a deeper understanding of the costs formation, for example, through the identification of cost drivers and the influence of management decisions. In any case, we ensure the transfer of the results into a control process including a regular update of the control logic.
From sprint to marathon
We do not need to philosophize about the electrifying or paralyzing effect of the enterprise-wide announcement of "savings programs". A reasonalbe cost management, however, is a well-run control process which is embedded in the tasks and competences of a line organization. In good times it demonstrates cause-and-effect relationships transparently. Nothing is more tiring for an organization than to lead discussions about costs without the associated performance component. Then the discussion on cost potential will be held objectively when in the meantime the implementation will be in focus inevitably. This way a company can ensure the sustainable and effective reduction at the cost base.
Contact persons for cost management
Master of Economics and Business Administration
For Stephan Grunwald, consulting is an entrepreneurial activity that covers many different aspects; in various industries, for companies of different sizes, in different management structures. Yet always with the same entrepreneurship. The prerequisite for this is a sound, broadly diversified business administration foundation. For him, however, the consistent implementation of a concept is the key entrepreneurial aspect of consulting that differentiates the 4C GROUP from the competition.
His consulting expertise lies in innovation management, planning, controlling and reporting, cost management and organization development as well as control processes.
Dr. Heiko Mauterer
Master of Engineering and Business Administration
In consulting creating benefit for a customer is considered to be a given. In practice, this is not necessarily the case. At least according to Dr. Heiko Mauterer's experience in several management positions in banking. For him creating value for his clients is a key concept, that determines his thinking and actions as well as aligns his consulting work together with the customer. If reasonable, benefits - in his eyes - are to be quantified and made measurable. And that's also not self evident.
Heiko Mauterers consulting expertise lies in restructuring, cost management, organization development and business process improvement as well as project governance.
Kostenmanagement - Mehr als nur Kostensenkung
Vorteile einer durchgängigen PotenzialsteuerungDownload (185 KB)