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The encyclopedia · Strategy & Leadership · Financial decision · 1977–1978

Kollmar & Jourdan, Germany's top jewelry maker, driven into insolvency by its bank in 1977

A 92-year-old Pforzheim jewelry maker with 1,700 employees was forced into bankruptcy after its house bank called in loans, creditors got 96% on the dollar.

Kollmar & Jourdan AG · Hardy-Sloman Bank · 1977-09-14

What happened

Kollmar & Jourdan AG was a major German jewelry manufacturer based in Pforzheim, the historic center of the German jewelry industry. Founded in 1885 by Emil Kollmar and Wilhelm Jourdan, it started with six employees making gold-plated nickel chains by hand. Kollmar brought chain-making machines from the United States, enabling mass production of inexpensive doublé (gold-plated) jewelry. By 1889 it had 150 employees and representatives in all European capitals. It converted to a joint-stock corporation in 1898. By 1914 Kollmar & Jourdan employed over 1,700 workers across four factories.

By 1976 it was struggling. It had missed the market shift from doublé to gold and silver designs, continued producing unfashionable inventory, and carried oversized overhead. Turnover had fallen to DM 15.8 million with a DM 2 million loss. The Kollmar family held only 14% of shares; the house bank, Hardy-Sloman Bank GmbH (a Dresdner Bank subsidiary), owned 44% and held the board chair. In September 1977 the bank called in its loans. Kollmar & Jourdan could not repay and filed for insolvency on September 14, 1977. Wages could not be paid, and bankruptcy proceedings opened on November 1, 1977.

Total liabilities hit DM 15.6 million. A going-concern sale failed because the pension fund argued the acquirer would be liable for all obligations — a ruling later overturned, but too late. Operations wound down by mid-1978. Jewelry production was sold to East Germany, chain production to a local firm, the headquarters building for DM 2.6 million. Non-preferential creditors received 96% dividend, prompting commentary that a different bankruptcy law might have saved it. The building still stands as the Kollmar & Jourdan-Haus, now a technical museum and municipal gallery.

Why it happened

  • Kollmar & Jourdan missed the market shift from doublé to gold and silver jewelry, continuing to produce unfashionable inventory that piled up unsold
  • The house bank Hardy-Sloman owned 44% of shares and held the supervisory board chair, then called in loans and triggered insolvency when the company could not repay
  • Administrative overhead was too large for the company's shrinking size, and the pension liability scare blocked a going-concern sale that could have saved the business
What it costDM 15.6M of debt destroyed a 92-year-old companycostly

The lesson

When a company's largest shareholder is also its lender, a loan call is a liquidation vote, not a credit decision. No unfashionable inventory kills a company — the bank that owned the board did.

Sources

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