A company in its own country is often the obvious starting point. Who thinks about another company should first clarify: what task should it take on, what values should it hold and who actually makes the decisions?
Taxation, language and contact persons play a role here. But they do not replace the examination of whether purpose, place of management and everyday life fit together. If you are planning a structure across national borders, you can discuss your specific situation with Norbert Péter.
A company in its own country is often the obvious start. Another company should only become an issue if there is a clear entrepreneurial purpose.In day-to-day business, there is little time for additional structures. Therefore, first of all, a clear question helps: Which task should another company take on – and what must be specifically decided?Anyone who distributes values to different countries or societies needs a comprehensible allocation. What matters is who owns them, who manages them and what purpose the structure serves.A possible tax advantage is not a secure basis for a foreign structure. The consequences depend on the actual circumstances and should be examined in advance.Another language can make voting more difficult. Clear contacts and comprehensible documents help to record responsibilities and next steps.In international structures, a point of contact that knows responsibilities and brings together stakeholders counts. This is especially evident if something goes differently than planned.Start-ups in Hungary or Switzerland, foundations in Liechtenstein and holding structures in Europe each need a suitable occasion. If you want to check what fits your project, talk to Norbert Péter.Call Norbert Péter directly: +36 30 392 9103.
