ABSTRACT
This chapter identifies the basic problems that prevent SMEs from breaking out. According to the definition of Krystek, a crisis needs to be understood as a situation where prime objectives of an enterprise such as compatibility, profitability, or solvency are threatened. Change can only be performed through and with people and is not a simple technical matter of fixing problems. Entrepreneur-focused dominant logics frame SMEs and reinforce downturns. In the south of Germany, an eco-friendly hotel operated for ten years and struggled during that time with its finances. The management of finances is a another starting point for any turnaround situation. It prepares the organization for breaking the existing organizational paths. Turnaround governance is a clear approach to conducting the turnaround project. Managerial instruments are used in such a way that declining situations can be turned based on valid information.
