Who Should Restructure the Bakery to Increase Its Sale Value?

We 're selling the firm .

In order to sell a bakery well, you have to prepare and restructure it. These actions increase its sales value. Selling a business without preparing is unwise. Sometimes a few small steps can raise the market price of a company by 10-20%. A large restructuring can even double the original value of a candy or bakery.

Faced with the need for restructuring, the owner must take a number of unusual, often unpopular, actions, first of all by appointing a number of change leaders from the workforce, who should be open to change and ready for new challenges.

Unfortunately, it is risky to carry out a restructuring solely on the basis of its own employees or the knowledge and experience of the plant owner.

We often encounter the dilemma: who should actually restructure a bakery to increase its sales value? The answer is obvious. The restructuring should be done by an experienced business leader who actually manages the bakery.

It is extremely difficult to make significant changes when you have been strongly, emotionally connected to a company for many years, especially when you have friends, a strong position and hope for the future at the company.

Long-term workers will always have concerns and doubts, especially when decisions fall over their heads.

It is not the role of workers-owned change leaders to carry out restructuring but to assist it, in particular in coordinating activities and communicating with other workers.

In this case, there are no rules, most often the current owner carries out some small restructuring trials that shake because of the first tight throat or inability to make decisions.

Further restructuring is then postponed to another, more or less indefinite period or, at best, carried out very carefully and slowly; however, if the value of the candy intended for sale needs to be increased, it is necessary to employ an external expert as a director.

This seems like the right thing to do, because the typical factory owners are usually the best at managing, and when we want to restructure a bakery to increase its sales value, we need someone new and experienced, someone free of setbacks and habits.

The restructuring process can be likened more to a repair or even a demolition or an expansion. The role of the bakery owner in the process of making changes is strongly supported. The owner should consider the restructuring process as a priority and therefore must monitor the direction of the changes and constantly support them.

It seems obvious that the external person responsible for the restructuring needs to have extensive experience in this field.On the labour market there are people who specialize in these types of operations, one of the characteristics of such people is frequent changes in key positions and extensive knowledge of different industries.

Unfortunately, people in this category tend to build around themselves fictional legends and non-existent successes, and it's very difficult for an inexperienced person to tell the difference between real achievement and fictional achievement, so it's worth entrusting the recruitment process to a specialized human resources agency.

The Commission considers that the restructuring plan does not contain any specific provisions for the restructuring plan.

The first is that such a person has an open mind and a fresh perspective on the restructuring process, and knowledge of many industries and change-making practices is an alternative to the old-fashioned, long-time bakery owner.

Secondly, because of his expertise in restructuring, he concentrates on the goal with little self-preservation instinct, and unlike many long-time employees, he can imagine what he would do if he was forced to leave the company.

It is difficult to say how the bakery or confectionery workers will perceive and evaluate such a person, and normally the restructurer starts to look at a new challenge after the reform is completed.

This means that the bakery owner is not obliged to look for a new job for that person in his establishment.

Firstly, there is the possibility of employing a low-skilled person, which entails the cost and loss of time so valuable in the restructuring of sales.

The tests and professional assignments given to candidates usually have the opposite effect, falling to those who have too much knowledge to know the answers to all the specialist questions in the test.

Psychological tests, on the other hand, reflect human nature under normal conditions rather than the conflict situations that are constantly accompanied by restructuring.

References and recommendations seem to be a good way to evaluate an employee, and this can also be a blind spot, and the person who is looking at references can be someone who has been hurt in the restructuring process, or someone who is jealous of giving a false expert image.

Recruitment of such a person is a difficult process, each company is different, each situation requires different characteristics and other qualifications.

W-MOSZCZYNSKI-2019-9-07

Duration of the restructuring

What if a person who has made difficult changes leaves the company after a certain period of time? If the company does not develop a new organizational culture and the ability to make changes on its own, the restructuring results may prove to be short-lived.

Improved and redefined operating processes will come back to life as before, indicators will no longer be controlled, or their thresholds will be changed to a level that is convenient for controlled ones.

And if you keep inventory going, it can lead to the opposite effect, to a decline in the value of the business, and investors who buy companies think, what do we have to do when we take over the company?

To effectively restructure a bakery to increase its sales value is to restructure it permanently.

In addition to regulating internal processes, eliminating unnecessary areas of activity and optimizing costs, successful restructuring is primarily about rebuilding employee awareness and training in the organisation of self-regulatory mechanisms and continuous self-improvement towards excellence.

Wojciech Moszczyński — graduate of the Department of Econometrics and Statistics of Nicolaus Copernicus University in Toruń; specialist in econometrics, finance, data science, and management accounting. He specializes in the optimization of production and logistics processes. He conducts research in the area of the development and application of artificial intelligence. For years he has been engaged in the popularization of machine learning and data science in business environments.