CASE, S.A. – A successful company [PART 01]

The company "Case SA" has achieved a significant success. Considering that it was founded just three years ago by Tiago and João, the results obtained in this third year of activity only confirmed a sustained growth trajectory.

Effectively, in the last year of activity, the company has already reached 300.000 euros of profit, which represents a very considerable profitability for a startup.

Tiago and João have been reflecting on their business, and one of the strategies they intend to adopt is to autonomise the different areas, structuring their business on a logic "a business area = an autonomous company." Both believe that this will be the best way to ensure a more efficient management, and boost the growth strengthening of the business. However they have many doubts about how to "set up" this business model...

At this moment all business areas are developed within "Case SA". These entrepreneurs intend to restructure their business model. So how to do it, ensuring the optimization of processes, particularly at the economic-financial and tax level?

Tiago and João contacted UWU in order to get help in "designing" a new business structure for their business. Let's get to know our proposal ...

Among the various services provided by "Case SA", is the consultancy in the field of digital marketing. This area of business was considered as a priority by Tiago and João, as an area to be autonomous.

From this premise, UWU proposed to both a new structure, in a "Group" philosophy, having a "parent company" that functions as the holding company of the group, that is, as owner of the remaining companies (the existing one and those to be created). This model has several advantages:

• Separation between operating companies (those that operate directly in the market) and the company holding the strategic assets of the business (holding), ensuring greater protection of these;
• Simplification of the division of ownership between the partners (Tiago and João will hold 50% each of the holding company, which will hold all the operating companies);
• Clarity in terms of performance analysis of each business (each business area works with an independent company);
• Rationality in the distribution of costs common to the various areas (distributed through the holding company, taking into account an appropriate allocation criterion for the various operating companies);
• Ease in financing the various business areas, through the holding company;
• Tax optimization, particularly in the distribution of profits, but not only...