Product details

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Abstract

The company, founded after the war by Antonio Besana, operates in the sector of hot galvanizing ferrous metals for third parties (light components and small items), serving a large number of small and medium sized local companies. This specific corporate mission has always constituted a strength for the company since it had no competitors on the market that could provide this service with the continuity and speed demanded by customers. Those companies that had the equipment to carry out this process normally only accepted work from other companies when they needed to utilise their excess production capacity. At the beginning of the 1990s, the market offered opportunities for expansion and the Besana brothers launched a process that would radically change the situation of their company over the next ten years. In concrete terms, the process consisted of three major decisions taken by the owners which had an unexpected effect on the company?s financial structure and operating risk conditions: (1) expansion of production capacity; (2) addition of a new process; and (3) re-orientation towards large customers. This was particularly marked in the case of the capacity to produce an immediate return to provide self-financing to continue development, in a context where there were no efficient control mechanisms. The owners lost control of the process and, finally, the company was put into liquidation in 1999.

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Abstract

The company, founded after the war by Antonio Besana, operates in the sector of hot galvanizing ferrous metals for third parties (light components and small items), serving a large number of small and medium sized local companies. This specific corporate mission has always constituted a strength for the company since it had no competitors on the market that could provide this service with the continuity and speed demanded by customers. Those companies that had the equipment to carry out this process normally only accepted work from other companies when they needed to utilise their excess production capacity. At the beginning of the 1990s, the market offered opportunities for expansion and the Besana brothers launched a process that would radically change the situation of their company over the next ten years. In concrete terms, the process consisted of three major decisions taken by the owners which had an unexpected effect on the company?s financial structure and operating risk conditions: (1) expansion of production capacity; (2) addition of a new process; and (3) re-orientation towards large customers. This was particularly marked in the case of the capacity to produce an immediate return to provide self-financing to continue development, in a context where there were no efficient control mechanisms. The owners lost control of the process and, finally, the company was put into liquidation in 1999.

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