Who we are - Our Mission
For over twenty years, we have been specialists in Management Consulting and Business Organization for SMEs.
Our firm, comprised of a network of professionals with proven experience as managers of internationally organized companies, was founded by Dr. Flavio Marzani, a former auditor at Ernst & Young, a specialist in general management and corporate restructuring, and a manager of leading international companies in the steel, automotive, large-scale retail, and renewable energy sectors.
We speak the same language as the entrepreneur, and for this reason, we are convinced that we "make a difference," making it easier to discuss not only cash flows and credit lines, but also margins, customers and suppliers, projects to be completed, and their related costs and benefits.
The formula for our success can be summed up in our flexibility, our ability to build strong collaborative relationships with clients, and our network of highly qualified resources (consultants, trainers, and temporary managers). This allows us to offer competitive, high-value services to small and medium-sized businesses in every sector.
Our mission is to help entrepreneurs plan and achieve the best possible profit for their company.
With passion, dedication, and trust, we work primarily with companies and businesses in the Brescia, Bergamo, Milan, and provinces.
We offer professional services in:
- Planning and Management Control;
- Temporary Management;
- Internationalization.
More specifically, for Planning and Management Control, we deal with:
- Develop new sales quotation models after a careful analysis of the organizational structure and related costs, taking into account every variable useful for correctly setting the sales price.
- Implement business planning, budgeting, and rolling forecasting tools (including for IPOs) with our management control software for predictive analytics. Using specific statistical algorithms, this software provides insight into upcoming months' costs and revenues to manage company margins, maximize profits, and anticipate future trends. Our approach utilizes the best tools, including budgeting to set goals, delegating objectives to transform family-run management into managerial management, rolling forecasting to measure the ability to achieve goals, monthly data analysis to guide the company's progress, and break-even analysis to focus on costs rather than revenues. Our philosophy also embraces the best methodologies, including reducing compressible costs, increasing sales, and selecting investments with the highest added value.
- Designing analytical-industrial accounting systems to gain detailed knowledge of production costs and contribution margins per order or product, enabling more informed choices regarding sales mixes, and interfacing directly with software programmers to manage the processes of adapting information systems (ERP management systems) to company needs.
- Manage financial flows and relationships with banks, with the preparation of medium-long term balance scenarios and the possible renegotiation of debts.
For Temporary Management, we take care of:
- Facilitate generational transition by creating an environment of trust where new generations can demonstrate their value within the company, defining a clear strategic vision for the future; or identify new stakeholders where there are no successors to take over the company.
- Reorganise processes, company procedures and internal regulations (to define "what needs to be done") as well as organisational charts, roles and job descriptions (to define "who needs to do it"), supporting and training staff.
- Instilling managerial culture in the new generations, bringing high-level skills in-house at affordable and reliable costs, defining the company's Vision and Mission, SWOT Analysis, and strategic initiatives.
- Reduce waste, scraps, and non-value-added activities by optimizing production parameters (Key Performance Indicators), production scheduling, and performance by product and operator, while reducing costs (Cost Reduction) and the supplier base.
For internationalization, we take care of:
- assist companies so they can sell and purchase products or services abroad, with particular reference to the Chinese and Eastern European markets.
- Establish production and commercial facilities outside Italy.
Contact us by email at info@fmstudioconsulenza.it
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Let's see what the main mistakes are that are made in companies.
First episode
Are you a swamped entrepreneur struggling to achieve the results you want?
Want to know the main mistakes that prevent you from generating the best possible profit for your company?
Mistake number one
Centralizing management limits business efficiency and growth.
It often happens that the entrepreneur intervenes on any topic, delegitimizing his managers.
When you interfere in other people's decisions, you unintentionally weaken your company.
But you might say, “I have to do this for the good of my business!”
Let's think about it for a moment.
In traditional structures, we see organizational charts with different functions (purchasing, sales, etc.) delegated to various managers.
But here's the thing: these structures crumble without clear and, above all, shared objectives.
What is the solution?
As an entrepreneur, you must delegate not only tasks—that is, who should do what—but above all, the goals to be achieved.
What is our approach?
We involve the entrepreneur and his collaborators in Management Committees, led by one of our expert professionals.
We transform accounting accounts into responsibility centers, defining and monitoring together the objectives to be achieved for costs and revenues.
We are transforming family management into a managerial organization, because success is the result of teamwork.
Are you ready to transform your business?
Fill out the contact form on our website fmstudioconsulenza.it
Second episode
Are you a swamped entrepreneur struggling to achieve the results you want?
Want to know the main mistakes that prevent you from generating the best possible profit for your company?
Mistake number two
Underestimating the strategic importance of management control hinders the achievement of objectives.
“We already analyze the balance sheets” or “we already prepare the budget,” the entrepreneur replies when you ask him if he has management control.
“We already have the necessary software,” replies even those who confuse management control with company management software.
Power is nothing without control, as a well-known TV commercial said: the same thing applies in business.
Budget analysis is important, but it's already "water under the bridge," and it doesn't help predict what might happen in the future.
Performing good management control means looking ahead, to manage future marginality, ahead of the course of events.
But even the budget is not enough to look to the future, because it is a static tool and often forgotten in the "drawer".
Budget forecasts change as the project progresses, based on the actual data that is gradually accounted for.
Each cost and revenue item, initially forecast, must be recalculated because it will have a new impact on the end-of-year result.
What is the solution?
The Rolling Forecast is the only tool that can dynamically reproject static budget forecasts over time.
What is our approach?
We prepare the Income Statement Budget, defining the cost and revenue objectives to be achieved and the people to whom they will be delegated.
We develop the Rolling Forecast, using our Simulator's algorithms, to facilitate the estimation of those costs and revenues that cannot be predicted in the budget.
Are you ready to transform your business?
Fill out the contact form on our website fmstudioconsulenza.it
Third episode
Are you a swamped entrepreneur struggling to achieve the results you want?
Want to know the main mistakes that prevent you from generating the best possible profit for your company?
Mistake number three
Revenue is important but it does not measure the “greatness” of a company.
Entrepreneurs are often measured by their turnover: those with a high turnover are considered “big” and those with a low turnover are considered “small”.
The true measure of greatness is profit: you can earn more even by reducing sales of things that don't generate added value.
What is the solution?
Break-Even Analysis determines the minimum revenue required to break even on all costs, better known as the Break-Even Point.
The focus therefore shifts to costs, putting revenues into the background.
Understanding and optimizing your cost structure is essential for establishing revenue objectives.
What is our approach?
With our Simulator, for each future month we compare the Break Even Point with customer orders and expected sales.
We are therefore able to understand whether the revenue targets are achievable and what corrective actions to take.
But what does it mean to reach the Break Even Point?
This means no more fixed costs to generate new revenue, allowing you to adjust sales margins to new customers or markets.
Are you ready to transform your business?
Fill out the contact form on our website fmstudioconsulenza.it
Fourth episode
Are you a swamped entrepreneur struggling to achieve the results you want?
Want to know the main mistakes that prevent you from generating the best possible profit for your company?
Mistake number four
Cost control isn't just a priority when revenue drops.
It often happens that entrepreneurs cut expenses when turnover drops: as soon as the market picks up, they forget about it.
Nothing could be more wrong!
What is the solution?
Never losing sight of expense items helps reduce the Break Even Point, or the minimum turnover required to break even on all costs.
What is our approach?
By analyzing historical accounting data, we can understand how fixed and variable costs move.
What costs do we cover?
Raw material costs, optimizing purchasing or outsourcing the production of lower value-added products.
Payroll costs by reducing overtime, using up excess vacation time, and avoiding unnecessary hiring.
Industrial and operating costs, with careful management of consumables, manufacturing, transportation, maintenance, and insurance.
Structure costs, reducing telephone expenses, consultancy fees, bank charges and miscellaneous expenses.
Are you ready to transform your business?
Fill out the contact form on our website fmstudioconsulenza.it
Fifth episode
Are you a swamped entrepreneur struggling to achieve the results you want?
Want to know the main mistakes that prevent you from generating the best possible profit for your company?
Mistake number five
Indiscriminately increasing sales prices can lead to a loss of revenue.
When the market fluctuates, due to increases in energy or raw materials prices, the entrepreneur finds himself at a crossroads.
Increase prices, risking losing customers, or absorb the higher costs and make a lower profit?
What is the solution?
The incidence of raw material consumption, for each product sold, determines the profitability for each customer.
The entrepreneur can thus increase sales prices selectively, focusing on low-profit products.
What is our approach?
Even without the need for industrial accounting, we analyze the bills of materials, that is, the "recipes" for making products.
By comparing the bills of materials with sales, we calculate the percentage of raw material cost for each product sold.
We will thus boost the turnover of the high value-added lines, where the incidence of raw materials is on average lower.
For low-value-added products, we can instead increase the selling price, without the risk of losing the customer.
But we could also optimize raw material purchases or outsource production.
For those who already have industrial accounting, we obtain even greater benefits.
Our management control system, based on Budget and Rolling Forecast, can in fact generate even more reliable estimates.
Are you ready to transform your business?
Fill out the contact form on our website fmstudioconsulenza.it
Sixth episode
Are you a swamped entrepreneur struggling to achieve the results you want?
Want to know the main mistakes that prevent you from generating the best possible profit for your company?
Mistake number six
Inadequate knowledge of costs compromises the validity of commercial estimates.
It often happens that the entrepreneur prepares estimates by reasoning only on average production costs.
Let's take an example: the average cost for producing molded plastic items is 20 euros per hour.
The company has both automatic presses, which print high quantities, and manual presses, which print low quantities.
The production cost therefore varies from 16 euros per hour for automatic presses to 24 euros per hour for manual presses.
The entrepreneur who does not have this information uses an average of 20 euros per hour to prepare offers for customers.
Prices will be competitive for manual press products, because they are too low, but out of the market for automatic press products, because they are too high.
What will be the outcome?
Low turnover and high inefficiency, because manual presses print small quantities and are more complex to manage.
What is the solution?
The right path to take involves a thorough analysis of production costs.
What is our approach?
We implement analytical-industrial accounting to understand product or order costs.
We determine cost rates using spreadsheets or by creating cost accounting in the company's management software.
Are you ready to transform your business?
Fill out the contact form on our website fmstudioconsulenza.it