Gaisberg Finance

Financial Communication in exceptional situations

You are going to need carefully-produced communication solutions once your business model is at the stage of critical examination. We specialise in situations crucial to companies, for example if your position could be significantly influenced by the fact of a single media report.

We will support your PR department in hectic phases – on a short-term basis – or provide you with the appropriate, necessary content. We also take care of every detail when time is of the essence. And in the long-term perspective we can advise you on how to professionally align your financial market publicity and how to build up solid contacts. According to our philosophy building up your reputation has to be considered an investment in the future so that it may easier to fend off any future crises. And potential benefits can be swiftly identified and harnessed as appreciable enhancements to your company’s standing.

Rely on our expertise in Financial Communications. Call us today!



A technology company had completed a comprehensive process of re-organisation. The market environment, operating losses and lower margins all round meant that the company was forced to streamline to the extent of 120 employees (out of 500) in Austria. Most of the released employees had been employed in production.  Furthermore, a complete segment was closed down, and the plant sold off. It was the owner’s objective to turn the company’s fortunes around within two years, in taking the steps that had been planned. It was the first time in the history of the group, going back to an over 60-year timeframe, that such tough streamlining measures had been resorted to. How can such severe cuts be put across to the workforce? Secondly, was there a way to transform the company’s image as a conservatively-thinking industrial into the more desirable position of being perceived as a leading technology company?


A retailer with a leading position in its own segment, and comprising 108 outlets in Austria, with more than 110 million Euros in annual turnover, was being restructured after repeated changes of ownership. Imminent downturn in profitability was kept in check by a switch in strategy. In 2018, the burden of historic debt meant that insolvency proceedings had to be filed, whilst embracing the objective of continuing the company’s existence. How can such a difficult step be put forward to the relevant stakeholders so as to keep them onside even after the insolvency process has been negotiated? And how is it possible to dispel public doubts about whether the business model is future-proof?


Ever since the nationalisation of the Hypo Alpe Adria bank, not a single day has gone past without critical reporting in the media. The successor organisation, a wind-down firm, has been forced to make legally sensitive, far-reaching decisions on a continual basis in order to get anywhere. Despite unrelenting crisis calls from the media. How can such steps be put across in such a way as to cast more light than heat on the inevitable debate? In the long term, secondly, can a credible light be cast on the professional task of the wind-down firm?


A listed company is on a strong expansion drive. During unrelated investigations, the company’s name appeared next to a payment. Suddenly, there is an allegation of breach of trust: the public prosecutor’s office cannot allocate the payment to a service, and presumes the payment was a bribe. How do you deal with the media backlash? And how can you protect your own reputation in the industry?

Mergers & Acquisitions

A publicly traded international company wants to expand and plans an acquisition of an Austrian competitor. It makes an unsolicited takeover bid which is rejected by the management of the target company. How to convince media and crucial shareholders that the transaction makes sense?

Corporate Communication

A large international financial institute wants to develop its strong position in the Austrian market. The parent company is met with huge challenges, such as restructuring, employee cutbacks and large litigation cases. How should you communicate your leading market role in this situation? What communicative measures can be taken in investor relations? How can you reach important stakeholders?