executive review - Roland Berger

4/2004 Engineered Products & High Tech
executive review
> China – Conquering the Great Wall
> Leadership – The first hundred days
> Sales performance – SalesUp!

"The aim of executive review is to present topical management
issues in a competent, concise, relevant way for decision makers
in the capital goods industry."
Felix Hess

4/2004 Engineered Products & High Tech
executive review

2 | Contents
Cover story
> Conquering the Great Wall –
A China strategy for German machinery firms 4
Interview
> Interview with Peter Zapf, head of Siemens Japan –
The challenges and early experiences as a European
manager in Japan 10
Methods
> The first hundred days –
Leadership 16
> Sales performance –
SalesUp! – A pragmatic approach to mobilize
corporate sales 22
China is a market that holds a great
deal of promise for the mechanical
engineering industry as for many others.
However, the sense of euphoria about
the new opportunities should not be
allowed to blind companies to what is
realistic, what is feasible and what is
wise.
> The Engineered Products & High Tech
Competence Center 30
Published by:
Roland Berger Strategy Consultants GmbH
Arabellastr. 33, 81925 Munich
Responsible:
Felix Hess
Christian Androschin
Editors:
Peter Greppmair
Marion Kofler
Isabel Rincón
Photographs:
Corbis (p. 2, 4, 9, 10, 16, 22)
Layout:
Thirdeye:Design, Munich
Printed by:
Typo Weber, Munich
Circulation: 1.400
Published quarterly
ISSN 1617-4208
No reprints without prior permission
of the publisher

executive review 4/2004 Editorial | 3
You have decisions to make. Your time planner is full to bursting. You probably have
very little time to wade through the daily flood of trade journals and publications
looking for topics that could be important to your work as a manager. That is why
executive review seeks to provide decision-makers in the capital goods industry
with an expert treatment of management issues that is both practical and accessible.
This issue therefore contains another carefully prepared selection of concise
information, professional opinions and hands-on assistance covering a variety
of industries.
Our cover story, "Conquering the Great Wall" looks at the attractions of the Chinese
market for European engineered products manufacturers. We consider how to make
the most of the opportunities without losing sight of what is actually feasible.
In our interview with Peter Zapf, head of Siemens Japan, he outlines his personal
experiences as a European in Japan and the challenges of his new position.
Becoming a CEO is an extremely demanding task even without major cultural
differences. New leaders must define the strategic direction as soon as possible
while establishing their own management culture. Our background report,
"The first hundred days" examines this situation in detail.
"SalesUp!" is the name of a program designed to boost sales performance by cutting
costs and improving sales impact. But striking the right balance between the two is
something many companies find difficult.
If you have any suggestions or questions, please do not hesitate to contact us at
executive_review@rolandberger.com
I hope you enjoy reading this issue of executive review.
Felix Hess
Head of the Engineered Products & High Tech Competence Center
Spend a little time with us – Roland Berger Strategy Consultants.

4 | China strategy

executive review 4/2004 China strategy | 5
A China strategy for German machinery firms
> Conquering the Great Wall
China is a market that holds a great deal of promise for the mechanical
engineering industry as for many others. However, the sense of euphoria
about the new opportunities should not be allowed to blind companies
to what is realistic, what is feasible and what is wise. Norbert Rauh,
Project Manager, and Henning Arndt, Consultant, show what the potential
risks of misreading the situation are and what doing successful
business in China means.
Since joining the WTO in December 2001, if not before, China
has brought a whiff of the gold rush mentality to even the furthest
corners of the German mechanical engineering business. While
many capital goods manufacturers find their domestic markets
stagnating or experiencing nothing more than marginal growth,
the Chinese market alone promises growth for many.
China and the gold rush mentality
Most annual reports these days testify to the enormous growth
rates of business in Asia and in China in particular. By way of
illustration, machinery exports to China grew at the following
rates between 2001 and 2002: testing machines by an astonishing
125 percent, woodworking machinery by 51 percent and machine
tools by 42 percent. The German Engineering Federation (VDMA)
shows China moving up from the tenth most important destination
for German machinery exports in 2000 to number three in the
rankings in 2003.

6 | China strategy
So far, China's spiraling demand for capital goods has largely been
served by imports. However, Germany invests relatively little in
China: Germany's foreign direct investment (FDI) in China
between 2000 and 2002 accounted for only 2.5 percent of what
Germany invested in the USA, and even saw a slight decrease in
the period. Only in 2004 did German FDI in China start to rise
significantly.
This comes as no surprise when you recall that the gratifying sideeffect
of the Chinese import market's enormous growth is that
prices are high there, as supply is tight. So far, companies have
been investing in China only if they can improve their cost
position rapidly by establishing local production and assembly
capacity.
These observations are confirmed by the findings of a study carried
out by Roland Berger Strategy Consultants in conjunction with the
Laboratory for Machine Tools and Operational Studies (WZL) at
the Technical University of Rhineland-Westphalia (RWTH) in
Aachen, Germany. The study, published in June, examined how
manufacturing companies organize their global footprint – that is
the way they arrange their value chain, from basic development to
procurement, production, assembly and service activities. It found
that only about one in ten companies that have offshored some of
the links in their value chain to China or India have shifted their
R&D capacities to the local markets. On the other hand, almost
three quarters of those firms do have local production or assembly
capacities, evidence of their strong focus on cost benefits – as
opposed to actual local market management.
The birth of the China bubble
Companies must ask themselves whether machinery sales in the
Chinese market can continue their fast-paced growth forever. What
if 'perceived' growth does not correspond to actual market growth?
To answer this question, we must distinguish between growth in
the primary market (the market for goods produced with the
equipment delivered) and the market for the equipment itself.
If growth in the equipment market exceeds primary market growth
(including foreign trade) overcapacity is created. This is exactly
what happened in the automotive industry. Last year, car sales in
China nearly doubled year-on-year, with around 2 million vehicles
sold. OEMs announced plans to triple their annual capacity by
2010, to manufacture almost 6 million cars. In complete contrast,
the first signs of a massive decline in sales became apparent in the
middle of this year. Car sales fell by almost 20 percent in May and
April, while August's sales figures were stagnating at the same level
as July. This meant that as much as 30 percent of the automotive
industry's local capacities lay idle in July and August. So is this the
beginning of the end of the automotive boom in China? Or was it
all hype from the start?
All this is good reason to think more critically about the recent
machinery boom in China that is currently benefiting textile, paper
and machine tool manufacturers and many more. With around
8 percent real GDP growth in China in recent years, the primary
markets are certainly growing at quite some speed. We are also
experiencing a number of temporary effects that will have no
impact in the medium to long term: Firstly, the Chinese government
manages and finances strategic investments designed to
develop technology know-how and thereby make China fit to
compete in the global marketplace. Secondly (and consequently),
many industries relevant to the machinery business are currently
investing massively (and way above their usual spending) to replace
equipment. If all of this investment also takes place within a very
short time span and cannot nearly be dealt with by local Chinese
machinery suppliers – due to a lack of capacity and technology –
the 'perceived' market becomes inflated. A bubble is born, and
overcapacity is starting to build. At the end of the day every bubble,
including the gold rush, tulip mania and even the new economy
boom, is created by group dynamics that, after a certain point in
time, ignore any real foundation.
But what happens if the wave of new business startups in China
suddenly comes to an end and the market returns to its natural
growth? If capital goods companies have the wrong China strategy,
the bursting of the China bubble could be a lot worse than anything
we have experienced with past bubbles. Companies could not just
lose a boom market, they could even find their home market at
risk.

executive review 4/2004 China strategy | 7
The tide is set to turn in three to five years
International machinery manufacturers, whether or not they have
operations in China, must increasingly compete with Chinese
firms when it comes to selling low and medium-end products on
the Chinese market. This change in the local competitive situation
has a direct impact on the price they can charge. Take the machine
tools segment, for example: having seen continuous growth in the
largely import-based market up until 2000, machine tool prices
have been progressively falling since more and more local Chinese
competitors such as Zhejiang, Shengyang, Dalian or Jinan No. 1
started appearing on the market. Preliminary estimates indicate
that the average market price in the low-end segment almost
halved between 2000 and 2003. And the trend is set to continue:
in the whole of the machinery industry, the price level for
machinery in the low and medium segment is expected to decline
by a further 30 to 50 percent in three to five years. Then, the
premium segment will be the only place where imported
machinery can command competitive prices.
All of this makes China much more than just a demanding growth
market where companies can make big money. The China boom
is different from all previous economic booms because the land of
the dragon is also the home of capital goods manufacturers whose
products and services will be battling it out with the Western
manufacturers in their own home markets in the future. If German
machine builders mismanage the market and thus allow their
ambitious Chinese competitors to become market leaders in
China, they will definitely have failed to read the sign of the times.
But this issue cannot be resolved through local production alone.
Joint ventures (often dictated by China's government) have given
many Chinese competitors the opportunity to build up considerable
know-how for their low and medium-end products. And the
Chinese usually have a much better understanding and the right
development opportunities to produce machinery that meets the
local needs. One noteworthy example that holds a certain relevance
for the machinery industry is the recent success story of the
Chinese mobile phone manufacturers. While mobile phone giants
Motorola and Nokia still dominated the market in the first quarter
of 2002 (with 70 percent market share between them), the picture
in 2003 was quite different. By then, their market share had more
than halved, leaving the once-powerful pair's combined share
languishing at just over 30 percent. The winners in terms of
market share were the Chinese manufacturers Bird and TCL,
whose combined market share had rocketed by almost 15 percent
over that period. Their success was built on four main factors:
lower production costs (and hence lower end prices), optimum
designs in terms of market needs, a stronger focus on the standardtechnology
mass market for low to medium prices, and a better
distribution network with broader local coverage on the part of
Chinese manufacturers.
And this is happening not just in mobile telecommunications. In
all industries, Chinese firms are becoming a lot more competitive,
a fact that is also borne out by IMD Lausanne's annual World
Competitiveness Report. China climbed five places in the ranking
between 2003 and 2004 and is now ranked 24th, just three places
behind Germany. Zhejiang province even made it to 19th spot in
2004, putting it ahead of Germany. An ideal breeding ground for
Chinese companies with international ambitions.

8 | China strategy
Keeping a clear view
The art of electing the right China strategy therefore lies in
defining targets and actions for the short, medium and long term.
It is both right and important to realize the windfall profits
currently emanating from the China boom. But targeting only the
short-term profits from the machinery-hungry Chinese market will
not give any company medium to long-term competitiveness.
What they must do, while also skimming off today's substantial
profits, is create the prerequisites for lasting success in China.
This involves building up excellent knowledge of the local market
and competitors, developing the right local value-creation model
and quickly bringing their China strategy to fruition.
Building up excellent knowledge of the local market and competitors
Western companies looking for success in China in the medium
to long term must offer better products and services than their
Chinese competitors of tomorrow. They must anticipate the
products Chinese firms will bring to market in the future. For,
only by aligning their strategies to these market segments will
they succeed in controlling the local, and ultimately, global
march of their Chinese competitors.
Excellent knowledge of the market and competitors in China is
vital here. For instance, it is crucial to anticipate the market prices
that will be prevalent in China in three to five years. Successful
machine builders are already developing the products they will be
selling at a profit in China at the anticipated price level in three to
five years' time.
Developing a local value-creation model
Chinese competition is expected to emerge in the next three to
five years in the low and medium price segment in particular.
Cost considerations demand that the products developed for this
segment have a value-creation model with high local content.
Companies will need to 'think Chinese' to successfully develop
and produce machinery for the Chinese market. A machine
developed back in the 'ivory tower' of Germany risks neglecting
the actual needs of a market that is driven by different user
economics. Establishing local engineering capacity is thus an
important precondition for success. With local R&D, sourcing and
production, and the help of target costing, it will be possible to
manufacture machinery in line with the expected future price
level in China.

executive review 4/2004 China strategy | 9
Quickly bringing the China strategy to fruition
Whether firms want to capitalize on today's windfall profits or
position themselves in China in the medium to long term – time
is running out. The observations and examples presented above
show that Chinese competitors are well on the way to winning
back their home market and have already begun their march on
the West. Companies that are yet to gather sufficient experience
and market know-how in China will find it increasingly difficult
to hold their own against local heavyweights. What they need to
do now is seize the opportunities while they are still available.
Moreover, with the increasing range of legal options open to
foreign companies, targeted acquisition of ambitious local competitors
may also represent a good means of defending a brand
and building up know-how in important market segments.
Establishing an expert local management team will certainly be
of crucial importance, since only well networked managers with
their feet firmly rooted in the Chinese culture will be able to
successfully produce and sell products for the local market.
But it is important not to overlook the fact that it can take up to
24 months to establish a local manufacturing facility, depending
on the form of cooperation used (joint venture, subsidiary or
contract-based cooperation). And a further 18 to 24 months
should be factored in for transferring the required know-how.
Every boom holds the promise of massive rewards for those who
lead the way. But equally, every boom also has its losers, who go
down in the quest for greatness. After all, as the old Chinese
proverb goes, water spilled can never be retrieved.
Companies should not just focus on the short-term windfall profits
possible in China. If they properly recognize the opportunities
offered by the China boom and give themselves the right strategic
setup, they will find themselves among the winners and emerge
the stronger for it.

10 | Interview Siemens Japan
Interview with Peter Zapf, head of Siemens Japan
The challenges and early experiences as a European manager
in Japan
Peter Zapf has been head of Siemens in Japan since the start of
2004. In this interview he speaks of the challenges he has faced
and the early experience he has gathered as a European manager
in Japan generally and in his new position specifically.
About Peter Zapf
Before joining Siemens 25 years ago, Peter Zapf studied Information
Technology and Electrical Engineering at Munich Technical University.
The business with end-customer devices has been a part of his
management career ever since. In 1990 he co-managed the successful
restructuring of the device business in the telecommunications segment.
This was at a time when no-one believed it was possible to manufacture
those products at a profit in Europe. In 1992/93 he established the
cordless phone business. And as head of the mobile phone business,
he later took Siemens from also-ran to one of the top four in the global
rankings, achieving sales of EUR 4.5 billion in 2003.

executive review 4/2004 Interview Siemens Japan | 11
executive review: What makes Japan so interesting for Siemens and for
German companies in general?
P. Zapf: First and foremost the size of the market. Japan is still the
world's second-largest electrical and electronics market and will
continue to be so for the foreseeable future, in spite of China's
impressive growth rates. Furthermore, Japan is the global
innovation leader in electrical engineering and electronics.
It is here that new technologies in the field of UMTS, displays
or miniature consumer electronics devices evolve. And of course
Japan's banks and general trading houses give the country an
important role in financing and coordinating large-scale projects
such as power plants and dams in Asia, the US and Europe. If you
want to be successful with such partners, you need to have proven
your competence in Japan.
"Japan is still the world's
second-largest electrical
and electronics market."
executive review: What challenges does Siemens face in Japan?
P. Zapf: Siemens has a long history in Japan, but it is only in the
fields of medical devices and lighting technology that we have
managed to build up a successful and profitable business in 20
years of hard work. Our other business areas still have a lot of
potential, because they, too, can achieve profitable growth here
with targeted growth initiatives. In this respect, Siemens must be
prepared for intensive competition, be ready to meet the highest
quality standards, following Toyota's example, and provide the
highest possible level of service.
Siemens has over a hundred years of history in Japan – now with some 1,900 employees
and one billion euros in sales
1887
1896
1905
1947
1970
1979
until
today
Siemens Tokyo office opened
Siemens & Halske founded
Siemens-Schuckert Denki K.K. founded
K.K. Taihei-Yoko reopens for business
after the Second World War
Nippon Siemens regional K.K. company
founded
Siemens K.K. expands its network by
founding more subsidiaries and joint
ventures with local partners
> Siemens is a pioneer in establishing a JV with
the Japanese Furukawa Group:
– 1923: Fusi Denki Seizo joint venture set up
(now operating independently as Fuji Electric)
– 1935: Fusi Tsushinki Seizo joint venture set up
(now operating independently as Fujitsu)
> Successful long-standing partnerships with
companies including Asahi Chemical in medical
devices and Mitsubishi Electric in lighting
technology
Source: Siemens

12 | Interview Siemens Japan
executive review: What challenges have you personally faced in Japan,
now and in the past?
P. Zapf: I consider three things to be key in my work: inspiring and
motivating my people, guaranteeing optimal local support for the
global business units and strengthening the public perception of
Siemens in Japan.
"Regular internal events and
newsletters provide concise
information for all our
employees on what we're
going to do next and the
results we've achieved so far."
"The regional companies cannot
assume a messenger function
and nothing more."
Staff motivation
My first challenge was to create a new sense of enthusiasm among
the local workforce. The key is to connect with the staff, show
them the opportunities in a compelling way and explain what the
next steps are, and help them play their part in achieving them.
That is why we have held numerous joint workshops to come up
with strategies for our main issues, such as customer focus, crossselling
and 'Siemens One'. What we want to do is leverage the
positive experience of 'Siemens One' in other countries, e.g. USA,
where Siemens has proven very successful in bundling the
offerings across all business groups to meet the complex demands
of our major key accounts. Regular internal events and newsletters
provide concise information for all our employees on what we're
going to do next and the results we've achieved so far. Apart from
that, we have also established a system of performance-based
bonuses and employee meetings to set personal objectives and
review the achievements made. We attach great importance to
making sure that we put the right person in the right position.
Relations with head office and the business units
The first thing we did was to ask ourselves in an internal workshop
the simple question "What is a regional company's value added".
The regional companies cannot assume a messenger function and
nothing more. We believe it comes under the regional companies'
remit not only to implement the overall strategy of the Siemens
global corporation locally, but also to provide the optimum local
support for our customers. That means we have to strike a balance
between the centrally defined strategy and the needs of the local
customers.
Public perception of Siemens in Japan
Siemens needs to be a full member of the Japanese society and
business world, and must be perceived as such. To achieve this we
need to be seen as reliable and we must have a 'presence' at the
same time. We want to be firmly entrenched in Japanese minds
as a global corporation with innovative products. My job is to
strengthen our public perception and use our attributes as assets
on the Japanese market.

executive review 4/2004 Interview Siemens Japan | 13
Personally I thought it was going to be more difficult than it
ultimately was: it didn't take me long to settle in. In Tokyo you
have a very high standard of living, albeit at a very high cost.
The only thing that bothers me is the lack of green spaces and
the fact that it is really quite difficult to escape the city and its
industrialized surroundings. Being integrated in my job, I found
it easy to adjust. The challenges for the rest of the family are
considerably greater and call for a lot of initiative on their part.
executive review: Did you find any unexpected cultural differences? And
what specific success factors do you need to bear in mind in Japan?
P. Zapf: Well, Japanese social norms do make it quite easy for us,
since we find the way Japanese people behave and communicate
with each other very pleasant. Customs in both private and
professional life are based on a high level of respect, which is
something that managers in every country of the world ought to
practice. Naturally, the language makes it more difficult to really
get to know the culture, because you don't get very far with
English.
"Customs in both private and
professional life are based on
a high level of respect."
Professionally, you notice an incredible resolve on the part of
Japanese business people to attain the highest levels of customer
understanding and unique quality standards. Businesses don't
want to sell anything that doesn't give customers some value
added or that isn't absolutely reliable. And customers are not
satisfied with standard products – they expect everything to be
adapted to their specific needs. On the whole, though, there
weren't any major surprises, as I'd already been doing business
with Japan for almost 15 years and my Japanese suppliers had
always been very fair and reliable.
executive review: How did you prepare for the challenges, both
personally and professionally?
P. Zapf: The first thing I did was learn some basic phrases in the
language and I also studied the history and background of Japan
in some detail.
I made an effort to make contact with Japanese people right from
the start, instead of just moving within the German community in
Tokyo. I travel around the country and I ask questions in the quest
to improve my understanding of Japan.
On the professional front, we had already conducted a six-month
project to formulate a consistent Japan strategy. The project gave
us a profound insight into the different areas of business. This
meant that I was familiar with the different areas I would be
working in and the options I had, and my job was clearly defined.
"The first thing I did was learn
some basic phrases in the
language and I also studied
the history and background
of Japan in some detail."

14 | Interview Siemens Japan
executive review: What were the first things you did when you arrived?
P. Zapf: I visited our customers so I could get to know them.
I asked them for their comments, both positive and negative, on
how we had supported them to date. Then I initiated a new model
for staff communication, giving it a long-term outlook. Using
events, newsletters, the intranet and by going round the offices at
the beginning, I was able to reach every member of staff. And I
brought in an open-door policy. More and more staff members are
taking up the offer, even spontaneously. Finally, informal events
gave me a way of getting hold of direct, unfiltered feedback. In my
communications, I have always stressed that we need to achieve
a cultural change and define ourselves as a global company in the
Japanese society. The role of English in getting us to international
Siemens standards must not be underestimated. Language training
has become a fixed part of our appraisal system and is a
prerequisite for promotion.
executive review: What key lessons did you take from the Japan strategy
project and what are the main goals of that strategy?
"The reality of business in Japan
needs not just to be accepted
but actively incorporated in the
strategy."
P. Zapf: First of all, the strategy project gave us a precise picture of
the current status. But it also showed us that Siemens can achieve
even more, though this cannot be done overnight. It will require a
lot of hard work, and the reality of business in Japan needs not just
to be accepted but actively incorporated in the strategy. Siemens
has a long history in Japan and here, as in many foreign corporations,
the belief has taken hold that everything is difficult, if not
impossible, in Japan. One of the things the project made clear, by
looking at other companies, is that you can be successful if you
formulate a clear objective and tackle the Japanese constraints in a
very consistent fashion. Moreover, the project made us realize the
progress made with the recent reforms – in the field of M&A for
example – which presents new opportunities for growth. It has
become clear that Japanese shareholders, too, are demanding their
rights and insisting on efficiency and shareholder value. All of this
enabled us to formulate a detailed strategy for internal and
external growth for Siemens in Japan. We defined the steps
necessary to achieve the strategy and developed a specific course
of action, which is now being monitored through regular reviews
with the head office and the business units.

executive review 4/2004 Interview Siemens Japan | 15
executive review: What targets have you already achieved?
P. Zapf: We have considerably intensified our collaboration with
the business units and reached a mutual understanding of the
targets we need to achieve. There is now a new sense of optimism
across the Siemens Japan organization. The staff appreciate the
more target-oriented leadership and are prepared to fight for our
common goals. Consequently, Siemens now has a more coherent
overall presence in Japan. We are still in the early stages when it
comes to being accepted into the Japanese network – I and the
whole organization still have much to do here. Nevertheless, even
in this relatively short time, I have already managed to build up
stable and close relationships with many Japanese business people.
As a result, I find myself surprisingly often invited to events with
Japanese top managers, and these are occasions at which the wives
are even present. This shows how the relationships are being
transferred to the personal level.
executive review: What tips from your early experience as head of the
country organization would you give others?
P. Zapf: The most important lesson I learned is that the way in
which you create and successfully do business is very similar
in every country in the world. Here, as elsewhere, consistently
pursuing your goals has time and again proven to be the right
approach. Building on this basis, you must then not just accept the
special relationship between customers and suppliers in Japan but
actively incorporate it. If you successfully demonstrate that things
are gradually moving forward, and thus build up the confidence of
your people bit by bit, staff motivation is easier. But this, too, is not
something specifically Japanese.
"The way in which you create and
successfully do business is very
similar in every country in the
world."
executive review: What is next?
P. Zapf: At Siemens in Japan, we are currently tackling an
extensive action plan that cannot be implemented overnight.
It calls for a medium to long-term approach. The challenge here
is not to lose direction over time and to keep on pursuing our
goals single-mindedly.
executive review: Mr. Zapf, thank you very much.
Carsten Herbes, Project Manager at our regional
office in Japan, conducted this interview of behalf
of executive review.

16 | Leadership
Leadership
> The first hundred days

executive review 4/2004 Leadership | 17
Enormous pressure to succeed, considerable complexity and an
unfamiliar environment often take new CEOs to the very limits of their
abilities in the dreaded "first hundred days". In this period, every new
boss has three ambitious goals to achieve: acceptance, integration and
a reputation as a "doer". So how can you bring the pressure of the first
one hundred days down to a manageable level? Peter Schneidewind,
Principal, recommends a highly structured approach, consistent time
management and a few other tried-and-tested tricks that can prepare
the ground for successful leadership.
New CEOs are under particular pressure to succeed. Not only is
everyone in the company watching you like a hawk, the press and
business analysts are also extremely vigilant. And never more so
than in the first one hundred days. This is the time when everyone
around you is expecting far-reaching decisions – as the new boss,
it is your job to establish the goals and strategies for the years to
come. The fabled first one hundred days are the first milestone
against which a new leader's conceptual and leadership qualities
are measured.
To do justice to these expectations, there are three things you need
to achieve as a new CEO:
> Acceptance: Convince the workforce and everyone connected
with the company that you are the right person for the job, are
tackling problems head-on and initiating a process of change
> Integration: Listen to employees and managers and openly
communicate your own expectations and goals. This can create
a new sense of optimism, which can be used to good advantage
> A reputation as a "doer": Be consistent in your decision-making,
prescribe a sense of vision and leadership, and quickly
implement effective actions, making sure they achieve the
desired effect
So what, specifically, do you need to do to make a successful start
in such a complex environment?
In the first one hundred days, every new CEO needs to familiarize
themselves with the business environment and quickly take
control. Even before your appointment is announced, you can
make active use of a number of information sources to get a feel
for your new environment: meetings with some of the managers,
analyses and other useful papers – annual reports as well as
industry and analyst reports provide a good basis. It can also be
advisable to call in some personal support from a professional,
external coach in the early days. After all, you can often feel
isolated in the position of new CEO – without your usual network
of allies.

18 | Leadership
Achieve acceptance and integration
"My first 100 days are all about listening and learning. The last thing
you'll get from me is a grand vision in the first 100 days. You need to
give yourself time to be a sponge."
Paul Pressler, CEO, The Gap
In the early stages of your time as the new leader, your full
attention should be devoted to your employees. Spend most of
your time in the first eight weeks meeting with your people. And
don't stick to one country or one site, travel extensively and meet
as many of the staff as possible. Especially in the early days, it is
important to demonstrate your presence in the company – this will
earn you your employees' backing. Our experience indicates that
making informal visits across the workforce and "getting your
hands dirty" or helping them where possible not only has a very
positive impact on them, but also gives you a better understanding
of your new professional home.
In addition to personal contact, you should also make use of the
available media. For example, use the company magazine or write
a personal newsletter in e-mail form to help the whole workforce
feel included in the process of change as early as possible. There is
a tried-and-tested communication plan that has proven very useful
here:
Recommended internal communication plan
Get to know me
My way of working
My intention/motto for the company
My (seven) guidelines
My (strategic) vision
My first strategic decisions
Weeks
Start +2 +4 +8 +12 +14
Top management
> Round table talk
> Monthly business reviews
> Quarterly strategic reviews
Employees
> Newsletter/mail from CEO
> Company magazine
> All hands meeting
Works council
> Round table talk
Source: Roland Berger Strategy Consultants

executive review 4/2004 Leadership | 19
It makes sense to give a speech at the very beginning to explain
your leadership philosophy. The speech should also describe your
agenda for the first one hundred days and make your goals clear –
but you should avoid going into specific details of what those goals
will involve. Moving quickly from the formal presentation to a
dialog with the workforce and listening to their views makes an
especially good impression. Using a flipchart to illustrate the
business situation to the entire workforce goes down particularly
well in Scandinavia. The new boss of a mobile phone company
successfully employed this tactic to earn himself a great deal of
personal acceptance. It helped him prepare the ground for
securing the employees' commitment to a lot of the necessary
restructuring activities.
Take your cue from other CEOs and have the courage to put
forward unusual initiatives. Carly Fiorina, CEO of Hewlett
Packard, asked her workforce of almost 90,000 to e-mail her with
the 10 most stupid things that HP does – and she answered every
one of them. When he took office, Raymond Gilmartin, CEO of
Merck & Co, asked his top 50 managers to write down what they
would do if they were in his shoes. Larry Bossidy, former CEO of
AlliedSignal, met with 5,000 employees in his first sixty days by
organizing what he called 'skip level meetings'. He invited
employees from different divisions and functions to meet with
him in small groups, where they discussed the problems in the
company – and it was all done on an informal basis and without
their line managers present.
Most of your efforts in the first eight weeks will go toward creating
personal acceptance for yourself and making your workforce feel
integrated. After that period, you need to focus more on the
company's various stakeholders and committees. Organize a
management board event and hold one-to-one talks with members
of the supervisory board. Talk about the current problems and note
your colleagues' assessment of the situation. You should also meet
with the company's key accounts, union representatives and
strategic partners and suppliers, to give yourself a better understanding
of your company's external perception and network.
We would recommend keeping your contact with the press to a
minimum in the first one hundred days and concentrating instead
on the internal aspects of your new role.
Once these intensive discussions have given you a detailed picture
of your new company, you need to document the information you
obtained. Use your analysis of these first weeks to draw yourself a
map of the problems and of the opportunities. Prioritize the issues
and opportunities.

20 | Leadership
Earn yourself a reputation as a "doer"
"If you don't do it in the first 100 days, you won't do it in 100 years."
Lord Sheppard, Former Chairman and CEO, Grand Metropolitan
As the new CEO, you should try to put your stamp on the
company while winning over the workforce at the same time.
Admittedly, this is easier said than done. One way of doing it is
to show your personal mettle by taking unexpected action and
establishing yourself as a doer. Use tried-and-tested symbolic
gestures such as an open-door policy or a monthly 'meet the CEO'
discussion forum for selected groups of employees.
Next, you need to bring the corporate strategy into line with your
vision, naturally discussing it with the relevant managers first.
This is a process that should be started early, in our experience.
It is also a task that should be separated from the day-to-day
business of running the company. One recommended approach is
to call a meeting of the top management six weeks after you come
on board to discuss, in cross-functional teams, the company's
strategic alignment.
Having held meetings and workshops to obtain a detailed picture
of the company and the market and competitive environment in
which it operates, your second month should see you start to
develop a vision and elements of your strategy for the next two
years. What are the future core businesses? What technologies,
competencies and skills does your company need for these
business areas? What should the company's global footprint be
like in R&D and production? For all of these questions, we
recommend you formulate your own basic ideas and endeavor to
validate them step by step in one-to-one meetings. Then, and not
before, you should set up a corporate project to work toward the
formulation of a detailed strategy.
Besides the medium to long-term strategy work, achieving
immediate successes will of course do wonders for your standing
in the company. Consistent and quick decisions are called for here.
It can also be helpful to start a 'prestigious' project in your first few
weeks that will be clearly associated with your name. Immediately
after being appointed CEO of Apple Computer, for example, Steve
Jobs put a stop to unsuccessful items (Apple Newton) and poured
more resources into promising products (Apple iMac). That was
the foundation for his success.
Why is it so important to initiate far-reaching changes in your first
one hundred days in office? Because many employees not only
expect this of you, they also have an exceptionally high tolerance
of change in this period. Use the new sense of optimism your
arrival has brought to get unpopular moves – like getting rid of
loss-makers or merging business units – over with fast. And,
if necessary, bring new people in to the management positions.

executive review 4/2004 Leadership | 21
Reconcile the conflicts
Especially in your first one hundred days, you as the company's
new leader will need to find your line, your own style, between
the different extremes. You are sure to experience the following
conflicts:
> How should I prioritize?
Urgent operational business vs. important strategic issues
> How should I lead?
Autocratic vs. democratic leadership style
> How should I position myself?
Continuity vs. a new start
How should I prioritize?
You need to be the one who determines and prioritizes the issues
on the agenda. If you don't prioritize them yourself, you run the
very great risk of giving in to too many people's demands on your
time in the early days. Other people would dictate your agenda for
the coming weeks. Try to organize your appointment calendar in
the first one hundred days yourself, so that you have the chance to
pursue all of your goals. Give yourself plenty of breathing space.
Generally speaking, the one-third rule applies: one third of your
time for your employees, one third for customers and one third for
internal operational and strategic issues.
Listen up and knuckle down
"It is important to identify the things you want to change. A new CEO
is expected to implement change, so resistance is low but you have
limited time to take advantage of this. After six months, you're part of
the system and changing things then meets resistance."
Göran Ando, CEO, Celltech Group
For a new CEO, success cannot be planned from start to finish,
not even in the first one hundred days. Nor do we have a universal
solution to ensure success. There are a certain number of musts,
though. Prepare well, listen actively, manage your time stringently
and clearly prioritize the issues. Don't forget to knuckle down
quickly to the matters at hand, take decisions consistently and, last
but not least, include a personal "surprise" for the organization.
And if you do all of that, you will quickly achieve an effect that
sets off a process of lasting change within your new environment.
How should I lead?
Many first-time CEOs have trouble redefining their leadership style
in an unfamiliar environment. People expect strong leadership
from you – be it democratic or autocratic by nature. But especially
leaders with little prior experience can be made to feel insecure by
the sheer variety of issues and by the fact that they suddenly find
themselves without their familiar network. In our experience, you
should use the one hundred days grace that the new setting grants
you to get an understanding of the corporate and national culture,
the decision-making processes and the internal networks. This will
give you a good basis for adapting your leadership style to the
specifics of the new company. You could, for instance, let slip an
interesting tidbit of information in a one-to-one meeting so that
you can follow how the information spreads and see how the
company's internal network functions.
How should I position myself?
Should you fall back on tried-and-tested recipes from within the
company or head for new shores with a radical change of strategy?
That is a difficult line to walk and one that calls for good judgment.
First of all, you need to safeguard the profitable core business areas
and stop the loss-makers from hemorrhaging. Only once that is
achieved can you and should you dare to do something new, bring
your strategy to life and turn to your own issues – things like
efficiency-boosting programs. As the new CEO, you need to strike
a healthy balance between continuity and the desire for change
when it comes to tackling new challenges.

22 | Sales performance
SalesUp! – A pragmatic approach to mobilize corporate sales
> Sales performance

executive review 4/2004 Sales performance | 23
A study by Roland Berger confirms that sales performance is a key
success factor for companies of all sizes. In sales, firms used to focus
on cutting costs to improve their operating profit. More recently,
companies are increasingly improving the effectiveness of their sales
activities to enhance earnings. However, especially now that we are
seeing the early signs of economic recovery, companies need to develop
a holistic understanding of sales efficiency and concentrate their efforts
here. Ralph Büchele, Senior Consultant at Roland Berger Strategy
Consultants, explains how you can use SalesUp!, an approach that is
both holistic and pragmatic, to bring a lasting improvement to your sales
performance.
Sales performance – A top issue for management
Almost 80 percent of the German companies surveyed in a recent
Roland Berger study consider good sales performance to be a major
success factor in international competition. And there has been a
dramatic paradigm shift: after years of nothing but cost cutting in
sales, performance and sales efficiency are now once again at the
forefront of managers' efforts. The study found that boosting a
company's sales performance can cut costs by around 15 percent
and raise sales by up to 10 percent.
The focus here is on the short to medium term and on quick
successes: higher sales and better margins with lower selling costs.
The pragmatic and practical approach of Roland Berger's SalesUp!
tool can help achieve this.

24 | Sales performance
SalesUp! – Three key levers to make sales activities more
professional
SalesUp! is the fruit of many years of project experience. It aims
to increase sales within a few months. Companies achieve this
primarily by paying more attention to the needs of those of their
customers that have high sales potential and by bundling their
activities into clearly defined action plans. Systematically
monitoring the sales targets and actions helps ensure success.
SalesUp! is based on three levers:
> Making the market more transparent
> Optimizing your market activities
> Introducing a sales monitoring system
SalesUp! levers
Levers
Project objectives/results
1
Making the market
more transparent
> Structured customer database
> Overview of customer value and specific customer needs
> Defined customer segments for different levels of intensity in customer marketing
> Prioritized list of high-potential customers
2
Optimizing your
market activities
• ............... • ............... • ...............
.................
.................
.................
.................
.................
> Targeted customer-specific action plans – not too much, not too little
> Creative activities that address valuable customers on a personal level and create
lasting customer loyalty
> Up to 15% higher sales to high-potential customers
> Activities to develop or expand the sales pipeline
3
Introducing a sales
monitoring system
> Clear data on each sales agent's individual target achievements
> Continuous performance monitoring at the company, sales agent and customer level
> Coordinated reporting structure and standard reporting process
Source: Roland Berger Strategy Consultants

executive review 4/2004 Sales performance | 25
How do the three levers work? Ultimately, the market must be
transparent to enable you to pick out customers with high sales
potential and to have a clear understanding of their needs. What's
more, customer-specific marketing means thinking creatively about
how to address your customers on a personal level and keep them
loyal to your company for as long as possible.
In addition to this, you need to steer your available resources
toward the truly profitable customers. And finally, a functioning
system of sales monitoring enables you to keep a constant eye on
the effectiveness of the actions you take.
The three levers build on each other.
SalesUp! – What it involves
1 Making the market more transparent 2 Optimizing your market activities
3
Introducing a sales
monitoring system
Customer
database
including
mini-factbooks
(containing
specific
customer
information)
Segment your
customers by
customer value
and type
A
Customer
B
value
C
1 2 3
Customer type
Define the right
sales activities
for the different
segments for
> Penetration
> Contract closure
> Customer loyalty
Define the
sales targets
and action plans
for each customer
Continually monitor
performance through
standardized reports
at the
> Company level
> Sales agent level
> Customer level
Define additional
personal activities
Source: Roland Berger Strategy Consultants

26 | Sales performance
a) Making the market more transparent
By dividing your customer base into structured segments, you
create the transparency you need to be able to market your
products efficiently. Two areas require meticulous analysis here –
customer value as a factor in the intensity of your customer
marketing, and customer needs as a measure of the type of
customer marketing that is required.
Customer segmentation (outline)
A
Customer
value
B
Sales & Service
address
the individual
segments in a
targeted manner
The customer's value
determines the intensity
of the customer marketing,
e.g. the numbers of visits,
invitations to events
C
Type 1 Type 2 Type 3
Customer needs
The customer needs determine
the type of customer marketing,
e.g. the mode of contact,
differentiated application of marketing methods
Source: Roland Berger Strategy Consultants
You can determine the customer value by looking at each
customer's creditworthiness, public impact and potential.
For instance, customers have a particularly high public impact
if they are opinion leaders in a region or an industry, or if they
are suitable as reference customers. The customer's potential
can be derived from their expected purchasing volume and their
specific procurement cycles in the coming years, for example.
Segmenting your business by customer needs firstly reflects
the technical and commercial requirements on the buyer's side.
Secondly, you need to take account of whether this customer
has one person making all the purchasing decisions or whether
procurement questions are decided by a group. A technologyoriented
manager, for instance, will focus on performance, a high
level of process safety and short delivery times. A budget-oriented
purchasing department, on the other hand, will pay most attention
to price and budget constraints and prefer attractive payment
terms.
Compiling a "mini-factbook" for each customer has proven a useful
method of preparing for customer segmentation. A mini-factbook
should contain at least the customer's key data, the type and
quality of customer contact, the customer's business history,
their specific requirements and their potential.
Once you have clustered your customers on the basis of a uniform
set of criteria, you can segment them by value and by type. Project
experience has shown that small groups of three to four sales
agents produce the most creative results. Workshops are a very
useful way of working on this step, giving the team the chance
to exchange thoughts and bounce ideas around.

executive review 4/2004 Sales performance | 27
b) Optimizing your market activities
You are in a position to define the right sales approaches for each
customer once you have completed the segmentation. Naturally,
most of the sales activities will not be completely new, but
executing them in a targeted manner, planning their application
precisely and creatively adapting them to the customer's specific
situation are the finer points that all too often get lost in the heat
of the moment. Which also means that valuable resources get
misdirected.
Roland Berger has a "tool kit" of potential sales activities that have
been tried and tested in numerous projects. These activities can
be customized to suit the precise situation of different clients,
customer segments and stages in the sales pipeline – from
customer penetration to customer retention.
Selected activities for mechanical engineering firms
Penetrating the customer/
preliminary phase
Negotiation phase and
contract closing
Customer support and
retention
> Marketing campaigns
(e.g. for certain categories
of machinery)
> Lowering the barriers to
change by demonstrating
machinery compatibility
> Customer events, e.g.
– "Focus on technology" days
– Events with speakers from
other industries
> Viability calculations
(e.g. lifecycle costs of total cost
of ownership)
> Leasing as an extended
financing offering
> Starter package: Offering
complete, "off-the-peg" machines
(incl. consumables/heavy-wear
parts and service contracts)
> Offering complete service
packages for new customers
> Introducing a loyalty point system
for spare parts transactions
and for taking part in events
> Offering regular software updates
and inspections
> Offering special discounts on
heavy-wear parts and consumables
More intensive rep support (training, support in staging events, advice, etc.)
Personal, one-to-one activities
Source: Roland Berger Strategy Consultants
From customer events (such as road shows) and customer-specific
viability calculations (such as total cost of ownership) through to
loyalty point systems – the tool kit offers a broad range of potential
sales activities. The selection is complemented by a number of
(one-to-one) activities customized for your customers' decision
makers. This might include flowers for their birthday or a small
gift to celebrate the birth of a child.

28 | Sales performance
The key to success is of course the precise planning of all activities
for each customer. The recommended activities may differ
considerably depending on the particular customer and their
current needs. For example, mechanical engineering firms should
organize onsite product demonstrations and agree to let the
customer use equipment for a test run only if the following
conditions are met:
> The customer has a keen interest in the technical side and
a focus on performance
> The customer is very valuable and requires large volumes
> Business relations with this customer have been rudimentary
to date
Your sales agents' activity plans for each customer must include
details of the individual steps to be taken, clear responsibilities and
due dates, as well as the applicable sales target. It is also advisable
to continuously document, and thereby monitor, the status of the
activities.
Working in small groups in a workshop setting has proven to be
the most efficient way of deciding on and compiling the customerspecific
activity plans, too. We have defined a standardized
procedure for the team to follow during the workshops.
c) Introducing a sales monitoring system
If you don't measure it, you can't improve it. True to this motto,
the SalesUp! program incorporates a set of monitoring tools. Sales
monitoring is based on the activity plans for each customer and
sales agent and their respective sales targets. A three-level
reporting tool containing a variety of qualitative and quantitative
indicators has proven useful in practical application.
Level one, the sales agent's perspective: The sales agent monitors
the activity status using each customer's activity plans and status
reports, which are continuously updated. The figures for sales and
forecast project volume are identified or estimated on the basis of
the sales pipeline.
Level two, the sales manager's perspective: The main figures for
each sales agent (number of activities planned and executed,
planned and realized sales volume, etc.) are recorded, aggregated
and reported monthly. The sales manager can use this information
as a basis for regular status meetings and to take corrective action
when necessary.
Level three, the company's perspective: The overall success of the
SalesUp! program can be seen in monthly or quarterly reports.
Each report contains both quantitative business indicators (such
as sales, customer numbers, average hit rate, number of activities
planned and executed) and a qualitative assessment of the sales
performance. The results can then be discussed by top
management and sales managers.
Ideally, the specific monitoring activities for SalesUp! should be
integrated in your existing (sales) reports. In the transition phase,
software tools specially developed for the project can be used, too.
The standardized and pragmatic approach of SalesUp! means that
these tools are quickly developed and are based on a simple
structure.
The different monitoring reports should be established at the
beginning of the SalesUp! activities and must be the same for
all sales agents.

executive review 4/2004 Sales performance | 29
Success factors – customer benefit, standardization, motivation
Each SalesUp program lives and dies by three success factors:
Customer benefit: As with any consulting project, customer benefit
is of the essence. All factbooks and activity plans should therefore
be compiled early and discussed regularly within the company.
Standardization: Standardized and tried-and-tested methods help
avoid the need to develop time-consuming new elements and keep
the setup costs down to a minimum.
Motivation: Only a motivated and fully integrated sales team will
be able to achieve the targets of a SalesUp! project. It is essential to
make the operational advantages of the program clear to the team,
to create an incentive system and to regularly communicate
successes within the company.
Your courage and efforts will then be rewarded – with higher
sales, a stronger position on the market and a formidable sales
team.

30 | Engineered Products & High Tech
> The Engineered Products &
High Tech Competence Center
executive review
Information is of pivotal importance. Only if you stay abreast of
current market trends and developments in your industry you
can take the decisions today that will guide your company to
success tomorrow. Sifting through technical publications and
trade journals is a time-consuming business, however, and the
information gleaned is often too abstract. Quite apart from
the problem of simply finding the time. In short: you need
information that is condensed, accessible, and practical.
This is the goal of the Roland Berger executive review for the
capital goods industry. Quarterly, the review provides you with
timely articles on topical issues: discussions and interpretations
of current developments and trends in the engineered products
sector (mechanical engineering, industrial systems, and electrical
engineering), in high tech and real estate – all with a strong
practical focus.
One of the principal aims of this publication is to foster in-depth
dialog between industry experts and consultants. At the same
time, we will seek to bring relevant issues from related industries
into your line of vision.
We trust that the executive review will give you food for thought
for your own corporate context, and would be glad to hear any
comments or suggestions you might have.
e-mail: executive_review@rolandberger.com
fax: +49 89 9230-8710

executive review 4/2004 Engineered Products & High Tech | 31
Roland Berger Strategy Consultants
Engineered products has traditionally been a strong focus of
Roland Berger’s consulting activities. The more than 100 people
who make up the Engineered Products Competence Center draw
on over three decades of consulting experience, especially in the
areas of industrial systems, mechanical engineering, electrical
engineering, electronics, construction and corporate real estate
management.
As you would expect, our consultants all have excellent business
and technical credentials. But their understanding of real-world
business is also rooted in years of hands-on experience. In
addition, they possess the methodological and problem-solving
skills that empower them to help you and your people develop and
implement the right innovative concepts.
In the capital goods industry alone, Roland Berger has completed
over 500 projects in the last ten years and accompanied countless
implementations.
Our network of contacts to entrepreneurs around the world allows
us to tap a wealth of resources for innovative solutions to all kinds
of problems. Large corporations, market-leading SMEs and successful
startups all number among our global reference customers.
Business know-how
Industry expertise
Interpersonal skills
Strategy
Growth
Marketing and sales operations
Sourcing
Global footprint
Efficiency
Mergers & acquisitions
Innovation and
knowledge management
Change management
Pre- and post-merger integration
Restructuring
Turnaround
Shareholder value
Corporate real estate management
Automation
Industrial systems
Electrical engineering
Mechanical engineering
Microelectronics
Construction
Construction supplier
Aerospace
Defense
Implementation skills
Moderating skills
Integrational skills
Flexibility
Ability to cope with pressure
Communication on all levels
Assertiveness
Dedication
International outlook

32 | Engineered Products & High Tech
> International network of the Engineered Products &
High Tech Competence Center
Austria · Czech Rep. · Hungary ·
Romania · Croatia
A-1010 Vienna, Freyung 3/2/10
Dr. Manfred Reichl
phone +43 1 53602-111
e-mail manfred_reichl@at.rolandberger.com
Rupert Petry
phone +43 1 53602-339
e-mail rupert_petry@at.rolandberger.com
Belgium
B-1170 Brussels, 100, Boulevard du Souverain
Dirk Albrecht
phone +32 2 6790-170
e-mail dirk_albrecht@be.rolandberger.com
Jean-Roger de Bandt
phone +32 2 66381-28
e-mail jean_roger_de_bandt@be.rolandberger.com
Brazil
04543-906 Itaim Bibi / São Paulo / S.P. /
Avenida Presidente Juscelino Kubitschek, 510
Guilherme Barretto Junqueira
phone +55 11 30467111-7133
e-mail guilherme_junqueira@br.rolandberger.com
China
Shanghai 200040, P.R.C., 1515 Nanjing West Road,
23rd Floor Shanghai Kerry Center
Dr. Eugen von Keller
phone +86 21 52986677-866
e-mail eugen_von_keller@cn.rolandberger.com
France
F-75008 Paris, 16, Avenue George V
Stephane Albernhe
phone +33 1 53670-320
e-mail stephane_albernhe@fr.rolandberger.com
Germany
D-81925 Munich, Arabellastraße 33
Felix Hess
phone +49 89 9230-8324
e-mail felix_hess@de.rolandberger.com
Christian Androschin
phone +49 89 9230-8571
e-mail christian_androschin@de.rolandberger.com
Dr. Reinhard Geissbauer
phone +49 89 9230-8492
e-mail reinhard_geissbauer@de.rolandberger.com
Dr. Torsten Henzelmann
phone +49 89 9230-8185
e-mail torsten_henzelmann@de.rolandberger.com
Peter Schneidewind
phone +49 89 9230-8871
e-mail peter_schneidewind@de.rolandberger.com
Italy
I-20129 Milan, Via Sirtori, 32
Marco Zurru
phone +39 02 29501-292
e-mail marco_zurru@it.rolandberger.com
Jian Xu
phone +86 21 52986677-816
e-mail jian_xu@cn.rolandberger.com

executive review 4/2004 Engineered Products & High Tech | 33
Japan
Minato-ku, Tokyo 107-6023, 1-12-32, Akasaka
ARK Mori Building 23rd Floor
Isao Endo
phone +81 3 35876-660
e-mail isao_endo@jp.rolandberger.com
Ken Mori
phone +81 3 35876-724
e-mail ken_mori@jp.rolandberger.com
Netherlands
NL-1077 XX Amsterdam, Strawinskylaan 581
Benno van Dongen
phone +31 20 7960-600
e-mail benno_van_dongen@nl.rolandberger.com
Portugal
P-1050-120 Lisbon, Av. Fontes Pereira de Melo, 51-4° E
Edifício Monumental
Antonio Bernardo
phone +351 21 3567-601
e-mail antonio_bernardo@pt.rolandberger.com
Russia · Ukraine · Latvia · Poland
125047 Moscow, 1st Tverskaya-Yamskaya ul., 23
Dr. Uwe Kumm
phone +49 30 39927-534
e-mail uwe_kumm@de.rolandberger.com
Spain
E-Madrid 28046, Paseo de la Castellana, 140, 3rd Floor
José Antonio Bueno Oliveros
phone +34 91 5647-361
e-mail jose_bueno@es.rolandberger.com
Switzerland
CH-8008 Zurich, Neumünsterallee 12
Joost Geginat
phone +41 1 38481-74
e-mail joost_geginat@ch.rolandberger.com
United Kingdom
GB-London W1J 6RB, Lansdowne House, Berkeley Square
Neil Hampson
phone +44 20 7290-4800
e-mail neil_hampson@uk.rolandberger.com
USA
Troy, MI 48084, 2401 West Big Beaver Road, Suite 500
Wim van Acker
phone +1 248 729-5110
e-mail wim_van_acker@us.rolandberger.com
Dr. Antonio Benecchi
phone +1 248 649-1794
e-mail antonio_benecchi@us.rolandberger.com
Sergei Shibaev
phone +7 501 72119-51
e-mail sergei_shibaev@ru.rolandberger.com

ISSN 1617-4208