Falco&Associati, has chosen to meet the new needs of its clients, current and potential, by proposing a more articulated and integrated offer than that of the classic accountant.
Italian SMEs, in fact, are mostly characterized by a strong presence of the family in entrepreneurial management and a reduced presence of qualified management, with, as a consequence, a reduced aptitude for planning and programming business choices.

The current competitive environment, however, requires a strong capacity for analysis and control, daily monitoring of company data and main KPIs, both because of legislative changes that impose an ‘adequate organizational and control set-up’ (new crisis code), and above all because of international competition that puts margins under pressure.
Similarly, external stakeholders demand transparency of information from companies and respect for adequate corporate governance to control the main business risks.
The combination of these external requirements leads SMEs to make a leap from the ‘pre-competitive’ to the ‘competitive’ dimension, in full compliance with market and stakeholder demands.
In this delicate transition, companies, in order to keep up, may be called upon to make important choices, such as the possible opening of capital to financial and industrial partners, for which the completion of the path indicated above is a precondition.

The answer to these needs is the structuring of an internal growth path, the essential steps of which include the introduction of adequate information systems, the definition of compliance procedure models, the gradual insertion of managerial figures to support the family in key roles.

Falco&Associati intervenes in this process, flanking company management with external support capable of providing answers and advice in daily choices and crucial moments of company life through a ‘business-oriented’ approach, far from the bureaucratic image of the professional, distant from the company in language, mentality and needs.

The classical intervention model has two distinct approaches:

1. Integrated intervention in a continuous mode, involving a multi-year growth project, divided into several successive phases:

• Enhancement and optimization of internal administration and control information systems;
• Structuring internal procedures and reporting systems suitable for communication to the community of lenders and stakeholders;
• Final evolution towards 231-compliant organizational models and related measures to introduce appropriate organizational models

2. Specialized interventions for individual process steps:

• Specialized consultancy for the development of business plans and business plans for stages of company development, both in growth and restructuring phases;
• Ad hoc interventions of organizational and process strengthening and of administration and control systems;
• Introduction of organizational models ex.L.231