sportFACHHANDEL 08_2018 Leseprobe

8.2018 Succession
Succession | COVERSTORY | 129
program’s requirements) and refinances when the
bank’s decision is positive. The bank in return
forwards the subsidies to the customer.”
One could also believe the association groups
who remain to view themselves as the keepers
of owner-managed specialist retail would have
an immanent interest in actively accompanying
potential take-overs, especially when the successor
problems are so acute. With the DZB Bank on
the ANWR Group’s side and the RSB Bank with
the Intersport, there are even strong banks that
could support a founding. Sport 2000 man Miachel
Fanck explains: ”Should the retailer have a candidate
in the ranks of his family, his company, or his
regional network we do everything in our power
to support him with our know-how and network.
When a candidate for succession is chosen, an
extensive consultation package comes into effect,
and we closely accompany the business during
its succession process if it is wished for. This is a
process that includes all aspects of take-over, and
which takes place together with the transferring
company and the candidate for succession.” In this
frame the Sport 2000 can be a consultant when it
comes to finding the needed capital and creating
a needs-based financing concept, too. “Of course”,
says Michael Fanck, “it is a big advantage to have
the DZB at your side as a bank that has pronounced
single retail expertise, and, of course, makes
efforts to positively support our partners’ company
continuation.” But there are also very tight borders
for that, because “the DZB is also bound to the
corresponding banking regulations when it comes
to making financial services available.” And these
require a formerly mentioned evaluation of chances
of a company take-over by the banks.
Whilst technical and digital start-ups can also
hope for venture capitalists, the promotion of
start-ups in single retail sound rather conservative.
It is clear that many risk factors file into the
evaluation of planned company take-overs: Will
the business model so far also be sustainable with
a new owner? Will the employees also go along
with a realignment and the introduction of new
business procedures? Is there a possibility of an
investment backlog? Do existing liabilities have to
be taken over? And what contractual conditions
does the successor take over, for example, leases,
employment contracts, contracts with suppliers
and associations, etc.? When it comes to evaluating
the chances, it may also play a role that single retail
as a whole is viewed as “not sexy”. In relation to a
high expenditure there is a small revenue promise.
That’s also why the search for successors is becoming
more and more difficult. “Thereby it plays
The takeover of ”Biwakschachtel” in Koblenz was successfull, because
everyone worked together.
a role”, Tim Wahnel adds, ”that specialist retail
has been written off for many years now. However
specialist retail still exists despite mail order businesses,
despite own retail, and despite the Internet –
and it will also be there in the future.”
But why is it still lucrative to take over a single
retail shop? A successor can often continue a wellknown
and introduced company with a solid customer
base. Due to the company history the revenues
that can be expected can often at least be well
estimated, and as a rule of thumb there are already
trained and experienced employees. Kai Schröer
is certain: ”I haven’t yet regretted taking the step
into independence. One doesn’t work any less in
other areas either after all. No matter what area one
wants to be successful in, it is always going to be
coupled with additional expense. But my enthusiasm
for outdoor and canoeing sports has ultimately
led me back to specialist retail. Additionally I feel I
have the responsibility of leading our family company
into another successful, third, generation.”
Daniel Jung adds: ”I would become independent in
the outdoor industry again because independence
still means freedom. I have made the experience
that one should always remain authentic, and only
do what one is convinced of. Sometimes, one has to
also pass on tasks because others simply have more
experience. And when one is lucky enough, like I
was, to take over good employees the daily business
with a good atmosphere is simply much easier.”