Automotive Retail Business Study (PDF, 1698 KB) - Roland Berger
Automotive Retail Business Study (PDF, 1698 KB) - Roland Berger
Automotive Retail Business Study (PDF, 1698 KB) - Roland Berger
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120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
1<br />
AUTOMOTIVE<br />
RETAIL BUSINESS<br />
Dealer distress rating &<br />
risk mitigation planning<br />
Discussion paper<br />
Munich, September 2012
CONTENT<br />
PAGE<br />
A<br />
B<br />
C<br />
MARKET SITUATION EUROPE<br />
Economies across Europe face a slow down: Increased consumer price sensitivity is negatively<br />
influencing automotive dealer business – significant number of dealers & sales volume at risk<br />
APPROACH & METHODOLOGY<br />
Three step approach to handle dealers at risk: identification of affected dealers by distress test,<br />
development of individual cash flow scenarios & precise definition of counter measures<br />
ROLAND BERGER REFERENCES & EXPERTS<br />
<strong>Automotive</strong> Competence Center :+300 professionals supporting all leading automotive OEMs<br />
globally on wholesale & retail topics – Your expert contacts for further discussions<br />
2<br />
7<br />
14<br />
© 2012 <strong>Roland</strong> <strong>Berger</strong> Strategy Consultants GmbH<br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
2
Economies across Europe face a slow down – High uncertainty and<br />
a severe impact on unemployment rate & consumer confidence…<br />
Economic environment Europe<br />
Debt crisis<br />
European sentiment index 1)<br />
10.1<br />
9.9<br />
10.3<br />
108.3<br />
111.0<br />
101.2<br />
93.3<br />
Unemployment rate 2) 2011 2012F<br />
8.9<br />
100.3<br />
Long term<br />
average = 100<br />
7.3<br />
91.9<br />
6.4<br />
6.3<br />
79.3<br />
2006<br />
2007<br />
2008<br />
2009<br />
1) Sentiment index as a composite, weighted measure: industrial confidence indicator (40%), services confidence indicator (30%), consumer confidence indicator (20%), retail trade<br />
confidence indicator (5%) and construction confidence indicator (5%) 2) % of labor force<br />
2010<br />
2006<br />
2007<br />
2008<br />
2009<br />
2010<br />
2011<br />
07/12<br />
Source: European Commission; IMF; <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
3
... causing also a strong decline in car registrations across Europe –<br />
Spain & Italy with heaviest loses<br />
Impact Euro-crisis on car registrations<br />
Car registrations 1) EU-27<br />
Comments<br />
Others<br />
17.4<br />
3.7<br />
2.7<br />
2.6<br />
2.4<br />
1.9<br />
4.1<br />
2006<br />
17.8<br />
3.4<br />
2.7<br />
2.7<br />
2.5<br />
1.8<br />
4.7<br />
2007<br />
16.3<br />
3.3<br />
2.4<br />
2.4<br />
2.5<br />
1.3<br />
4.4<br />
2008<br />
15.5<br />
4.0<br />
2.2<br />
2.3<br />
2.7<br />
1.1<br />
3.2<br />
2009<br />
14.9<br />
3.1<br />
2.2<br />
2.1<br />
2.7<br />
1.1<br />
3.7<br />
2010<br />
14.7<br />
3.4<br />
2.2<br />
1.9<br />
2.6<br />
0.9<br />
3.7<br />
2011<br />
13.8<br />
3.4<br />
2.1<br />
1.6<br />
2.3<br />
0.8<br />
3.6<br />
2012F<br />
CAGR<br />
06-12F<br />
-3.8%<br />
-1,4%<br />
-4.1%<br />
-7.8%<br />
-0.7%<br />
-13.4%<br />
> Unemployment, decreasing<br />
consumer confidence and high<br />
degree of uncertainty with<br />
negative impact on vehicle<br />
sales across Europe<br />
> Italy and Spain with strongest<br />
decline of -7.8% p.a. and<br />
-13.4% p.a.<br />
> Moderate decrease in Germany<br />
and France<br />
> Increased consumer price<br />
sensitivity and saving ratio<br />
negatively influencing dealer<br />
development<br />
1) Registrations in m units<br />
Source: LMC <strong>Automotive</strong>; <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
4
Increased pressure with negative impact on dealer development –<br />
Dealer & sales volume significantly at risk due to dealer bankruptcy<br />
Dealer development – Example<br />
European #1 automotive market Germany<br />
Comments<br />
Number of dealers [k units]<br />
40.2<br />
20.0<br />
39.8<br />
20.1<br />
39.1<br />
20.2<br />
20.2 19.7 18.9<br />
2006 2007 2008<br />
Independent Franchised<br />
-5%<br />
38.3<br />
20.1<br />
18.3<br />
2009<br />
38.1<br />
20.0<br />
18.1<br />
2010<br />
38.0<br />
20.4<br />
17.6<br />
2011<br />
<br />
2012F<br />
> Increased pressure on dealer<br />
business cause declining dealer<br />
development<br />
> Strongest European automotive<br />
market Germany with a continuing<br />
dealer consolidation<br />
> Based on a scenario approach,<br />
20-25% of dealers and corresponding<br />
sales volume at risk<br />
> Distress rating, liquidity scenario<br />
and risk mitigation planning<br />
necessary for OEMs to handle<br />
situation<br />
Source: ZDK; <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
5
Beside macroeconomic factors the business of each automotive<br />
dealer is significantly influenced by several additional factors<br />
Key factors influencing current dealer situation<br />
OEM Customers Competition<br />
Increased OEM requirements:<br />
> Product portfolio<br />
> Mono- vs. multi-brand management<br />
> Increasing sales price sensitivity<br />
> After market business shifting to IAM<br />
> Increasing individuality cause high efforts<br />
> Increasing discounts/incentives reducing<br />
profitability<br />
> From stationary POS to internet platforms<br />
DEALER BUSINESS ENVIRONMENT<br />
Several forces influencing automotive dealer business<br />
Trends Market area Financials market<br />
> Extension of maintenance intervals<br />
> Expanding future retail/flagship stores to<br />
offer a customer journey/experience<br />
> Increasing competitive pressure in AoI<br />
> Geographical concentration in profitable<br />
regions (metropolitan areas)<br />
> Limited access to credit lines<br />
> Margin erosion in vehicle financing and<br />
insurance business<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
6
CONTENT<br />
PAGE<br />
A<br />
MARKET SITUATION EUROPE & TOP 5 MARKETS<br />
Economies across Europe face a slow down: Increased consumer price sensitivity is negatively<br />
influencing automotive dealer business – significant number of dealers & sales volume at risk<br />
2<br />
B<br />
APPROACH & METHODOLOGY<br />
Three step approach to handle dealers at risk: identification of affected dealers by distress test,<br />
development of individual cash flow scenarios & precise definition of counter measures<br />
7<br />
C<br />
ROLAND BERGER REFERENCES & EXPERTS<br />
<strong>Automotive</strong> Competence Center :+300 professionals supporting all leading automotive OEMs<br />
globally on wholesale & retail topics – Your expert contacts for further discussions<br />
14<br />
© 2012 <strong>Roland</strong> <strong>Berger</strong> Strategy Consultants GmbH<br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
7
Financial stability<br />
Others<br />
17.4<br />
3.7<br />
2.7<br />
2.6<br />
2.4<br />
1.9<br />
4.1<br />
1) Registrations 2006 in m units<br />
Number of dealers EU-27 + top 5 markets<br />
Debt crisis<br />
12.0<br />
2.0<br />
2.0<br />
2.0<br />
17.4<br />
17.8<br />
3.7<br />
2.016.3<br />
3.4<br />
2.03.32.7<br />
Others<br />
2.7<br />
2.02.4<br />
2.6<br />
2.7<br />
2.4 2.4<br />
2006<br />
2.5<br />
2.51.9<br />
1.8<br />
Others 1.3<br />
4.1<br />
4.7<br />
2007<br />
4.4<br />
2006<br />
2008<br />
12.0<br />
10.0 10.0<br />
2.0<br />
10.0<br />
12.0<br />
10.0<br />
2.0<br />
10.0<br />
12.0<br />
10.0 10.0<br />
2.0<br />
12.0<br />
2.0<br />
12.0<br />
10.1 2.0<br />
CAGR<br />
2.0 2.0 2.0 2.0 06-12F 2.0<br />
8.9<br />
17.8<br />
CAGR<br />
2.0<br />
16.3<br />
2.0 2.0 2.0 06-12F2.0<br />
3.4<br />
15.5<br />
14.9 14.7<br />
-3.8%<br />
7.3<br />
2.0 3.3 2.0 2.0 2.0 13.8 2.0<br />
15.5<br />
2.7 14.9 4.0 14.7 3.1 3.4 -3.8%<br />
6.4 -1,4%<br />
2.0 2.0 2.0 2.0 6.3<br />
2.4<br />
13.8 3.4 2.0<br />
4.0<br />
2.7<br />
2.2 3.42.2<br />
-1,4%<br />
2006 2007 2008 2009 2010 2011 2012F 2.2<br />
-4.1%<br />
2006 2007 2008 2009 2010 2011<br />
2.0 2.4<br />
3.4<br />
2.0 2.0 2.0 2.1 2.0<br />
2.2 2.2 2.1<br />
2.5<br />
2.3 2.2 1.9 -4.1% -7.8%<br />
2.1<br />
1.6<br />
2.5<br />
2007 2.3 2.1<br />
1.8<br />
2008<br />
2.7 1.92.7<br />
2009 2.6 2010<br />
-7.8%<br />
2011<br />
1.6<br />
-0.7%<br />
1.3<br />
2.3<br />
2.7<br />
2.7 1.1<br />
1.1<br />
2.6<br />
0.9 0.8<br />
2.3 -0.7% -13.4%<br />
4.7 4.4<br />
1.1<br />
1.1 3.2 0.93.7<br />
3.7 0.8 3.6<br />
-13.4%<br />
3.2 3.7 3.7 3.6<br />
2007 2008 2009 2010 2011 2012F<br />
2009<br />
2010<br />
2011<br />
2012F<br />
9.9<br />
10.3<br />
<br />
2012<br />
Risk rating based on a three step approach to derive specific action<br />
plan to mitigate the dealers' risk of default<br />
Three step approach<br />
1 Dealer distress rating 2 Dealer liquidity scenario 3 Risk mitigation plan<br />
CONTENT<br />
Liquidity KPIs:<br />
> Current ratio<br />
> Debt ratio<br />
> Solvency ratio<br />
Efficiency KPIs:<br />
> Return on<br />
sales<br />
> Return on<br />
total assets<br />
High<br />
Low<br />
Low<br />
Bubble size corresponds to revenues<br />
Dealer D<br />
Dealer A<br />
Market KPIs:<br />
> Market-size/-share<br />
> Number of dealer/<br />
competitors<br />
Dealer B<br />
Dealer distress<br />
segment<br />
Commercial relevance<br />
Dealer C<br />
High<br />
Dealer performance KPIs:<br />
> New car sales<br />
> Used car sales<br />
> Parts/services sales<br />
Scenario derivation<br />
> Cash flow forecast based<br />
on scenarios:<br />
– HIGH (stagnation)<br />
– LOW (recession)<br />
– REALISTIC (moderate)<br />
> Scenarios consider macroeconomic<br />
indicators, e.g.<br />
consumer-, price sensitivity<br />
& consumer behavior<br />
Car registrations 1) EU-27 & top 5 markets 3.1<br />
Consumer confidence 1) Unemployment rate2) 2012F<br />
Transfer<br />
Cash flow forecast dealer B<br />
Cash flow [k EUR]<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
0<br />
-1<br />
-2<br />
-3<br />
Point of cash<br />
shortage<br />
2 4 6 8 10 12 14 16 18 20<br />
Time<br />
[Months]<br />
Addressee Measures (selection)<br />
> Working capital efficiency programs<br />
Dealer<br />
> Stock management reduction<br />
> Financial structure optimization<br />
OEM<br />
> Review invoice management<br />
> Optimize dealer credit lines<br />
> Dealer performance improvement programs<br />
Structural<br />
> Launch interest free car purchase campaign<br />
> Optimize credit conditions<br />
> Speed-up liquidation of incentive payments<br />
> Increased transparency on financial situations – today and in the future<br />
> Common understanding in the company/dealer network on clearly defined actions<br />
> Reduced costs/safeguarding of sales volume & network profitability for stakeholder<br />
Tracking tool<br />
> RBpoint as top management tracking tool<br />
> High transparency in daily project activities<br />
> Reports for assessing implementation progress<br />
> Data collection and development<br />
of tailor made KPI model<br />
> Development of cash flow forecast<br />
for distressed dealers<br />
> Define dealer-, OEM-specific &<br />
structural measures<br />
> Set-up of distress matrix & mapping<br />
of network dealers<br />
> Aggregation of cash flows to total<br />
network view<br />
> Transfer into project management<br />
tool RBpoint for implementation<br />
RESULT<br />
> Tailored KPI model<br />
> Dealer distress level on individual<br />
dealer basis<br />
> Liquidity scenarios pro dealer<br />
> Network liquidity cockpit &<br />
aggregation of dealer scenarios<br />
> Risk mitigation measures<br />
> Tracking & monitoring of<br />
implementation progress<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
8
Financial stability<br />
1 DEALER DISTRESS RATING<br />
Entire dealer network is mapped into distress matrix along three<br />
categories: Financial stability, commercial relevance & revenues<br />
Dealer distress matrix<br />
Liquidity KPIs:<br />
> Current ratio<br />
> Debt ratio<br />
> Solvency ratio<br />
High<br />
Dealer D<br />
Dealer C<br />
Comments<br />
> Distress segment as target for<br />
further analysis due to high<br />
strategic relevance and low<br />
financial stability<br />
Efficiency KPIs:<br />
> Return on<br />
sales<br />
> Return on<br />
total assets<br />
Low<br />
Dealer A<br />
Dealer B<br />
Dealer distress<br />
segment<br />
> Dealers in distress segment<br />
as basis for detailed & individual<br />
liquidity scenario assessment<br />
Low<br />
Commercial relevance<br />
High<br />
Bubble size corresponds to revenues<br />
Market KPIs:<br />
> Market-size/-share<br />
> Number of dealer/<br />
competitors<br />
Dealer performance KPIs:<br />
> New car sales<br />
> Used car sales<br />
> Parts/services sales<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
9
1<br />
DEALER DISTRESS RATING<br />
Commercial relevance and financial stability described by a set of<br />
pre-defined KPIs – Data collection on dealer & OEM level necessary<br />
Overview key performance indicators<br />
Description<br />
Weighting<br />
Data input<br />
Financial<br />
stability<br />
Comm.<br />
relevance<br />
A<br />
D<br />
1) Before interest & tax<br />
Liquidity KPIs: 60%<br />
> Current ratio = cur. assets/cur. liabilities ≙ short term 60%<br />
> Debt ratio = total debt/total assets ≙ mid term 30%<br />
> Solvency ratio = (after tax net profit + depreciation)/<br />
(Long + short-term liabilities) ≙ long term<br />
10%<br />
B Efficiency KPIs: 40%<br />
> ROS = Net income 1) /sales ≙ operation efficiency 60%<br />
> ROTA = EBIT/total assets ≙ asset efficiency 40%<br />
C Market (AOI) KPIs: 60%<br />
> Market size 40%<br />
> Dealer market share 40%<br />
> Dealers/competitors in market 20%<br />
Dealer performance KPIs: 40%<br />
> New car sales 50%<br />
> Used car sales 25%<br />
> Parts/services sales 25%<br />
Data needs as key input for the<br />
KPI model<br />
Dealer<br />
> Balance sheet<br />
> P&L statement<br />
> Cash flow statements<br />
> …<br />
OEM<br />
> Sales targets<br />
> Dealer performance KPIs<br />
> Network structure<br />
> …<br />
Others<br />
> Competitor information<br />
> Market growth rates<br />
> Bank/credit agency inquiries<br />
> ...<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
10
2 DEALER LIQUIDITY SCENARIO<br />
Top point of cash shortage is based on a scenario driven approach<br />
– Dealer individual calculation of cash flow forecasts<br />
Cash flow forecast<br />
Scenario derivation<br />
Cash flow forecast DEALER B<br />
Comments<br />
> Cash flow forecast based<br />
on scenarios:<br />
– HIGH (stagnation)<br />
– LOW (recession)<br />
– REALISTIC (moderate)<br />
> Scenarios consider macroeconomic<br />
indicators, e.g.<br />
consumer-, price sensitivity<br />
& consumer behavior<br />
Number of dealers EU-27 + top 5 markets<br />
Debt crisis<br />
Consumer confidence 1) 12.0 12.0 12.0 12.0<br />
Unemployment 12.0<br />
rate2) 12.0<br />
10.0 10.0 10.0 10.0 10.0 10.0 10.0<br />
10.3<br />
10.1<br />
2.0 2.0 2.0 2.0 2.0 2.0 9.9<br />
Car registrations 1) EU-27 & top 5 markets<br />
CAGR<br />
2.0 2.0 2.0 2.0 2.0 06-12F 2.0<br />
8.9<br />
CAGR<br />
17.4 17.8<br />
2.0 2.0<br />
16.3<br />
2.0 2.0 2.0 06-12F2.0<br />
17.4 17.8<br />
3.4<br />
15.5<br />
3.7<br />
14.9 14.7<br />
-3.8%<br />
7.3<br />
2.016.3<br />
2.0 3.3 2.0 2.0 2.0 13.8 2.0<br />
<br />
3.4<br />
15.5<br />
3.7<br />
2.7 14.9 4.0 14.7 3.1 3.4 -3.8%<br />
6.4<br />
2.03.32.7<br />
-1,4%<br />
2.0 2.0 2.0 2.0 6.3<br />
2.4<br />
13.8 3.4 2.0<br />
Others<br />
2.7<br />
4.0 3.1 3.4<br />
2.7<br />
2.7<br />
2.2 2.2<br />
-1,4%-4.1%<br />
2006 2007 2008 2009 2010 2011 2012F 2006 2007 2008 2009 2010 2011 2012F<br />
2.02.4<br />
2.6<br />
2.2<br />
2.0 2.4<br />
3.4<br />
2.0 2.0 2.02.1<br />
2.0<br />
2.7<br />
2.2 2.2 2.3 2.1<br />
2.2 1.9 -4.1%<br />
2.6<br />
-7.8%<br />
2.4 2.4<br />
2.5<br />
2.1 1.6<br />
2.5<br />
2006 2007 2.3 2.1 2008 1.92.7<br />
2009 2010<br />
-7.8%<br />
2011 2012<br />
2.4<br />
2.5<br />
2.7<br />
2.6<br />
2.5<br />
1.6<br />
-0.7%<br />
1.9<br />
1.8<br />
1.3<br />
2.3<br />
2.7<br />
2.7 1.1<br />
1.8<br />
1.1 2.6<br />
0.9 0.8<br />
2.3 -0.7%<br />
1.9<br />
Others 1.3<br />
-13.4%<br />
4.1 4.7 4.4<br />
1.1<br />
1.1<br />
3.2 0.93.7<br />
3.7 0.8 3.6<br />
Others<br />
-13.4%<br />
4.1 4.7 4.4<br />
3.2 3.7 3.7 3.6<br />
2006 2007 2008 2009 2010 2011 2012F<br />
1) Registrations 2006 in m units<br />
2007<br />
2008<br />
2009<br />
2010<br />
2011<br />
2012F<br />
Cash flow [k EUR]<br />
5<br />
4<br />
3<br />
2<br />
Transfer<br />
1<br />
0<br />
-1<br />
0 2 4 6<br />
-2<br />
-3<br />
8<br />
10<br />
12<br />
14<br />
Point of cash<br />
shortage<br />
Time<br />
[Months]<br />
16 18 20<br />
> Dealer individual mitigation<br />
planning necessary<br />
> Aggregation of cash flow<br />
forecasts for whole dealer<br />
network necessary<br />
> Definition of dealer-, OEMspecific<br />
& structural countermeasures<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
11
2 DEALER LIQUIDITY SCENARIO<br />
Consolidation of future cash flows to total network view –<br />
Interactive liquidity cockpit as top management steering tool<br />
Consolidation of cash flow forecast<br />
Dealer aggregation<br />
Network liquidity cockpit<br />
Comments<br />
Dealer XY<br />
Dealer C<br />
Dealer B<br />
Dealer A<br />
Cash flow [k EUR]<br />
5<br />
4<br />
3<br />
2<br />
1<br />
0<br />
0 2<br />
-1<br />
-2<br />
-3<br />
4 6<br />
Point of cash<br />
shortage<br />
Time<br />
[Months]<br />
8 10 12 14 16 18 20<br />
Transfer<br />
Dealer A Dealer B Dealer C …<br />
Mgmt.<br />
summaries<br />
Scenario<br />
HIGH<br />
(stagnation)<br />
LOW<br />
(recession)<br />
REALISTIC<br />
(moderate)<br />
Low<br />
scenario<br />
# of dealers<br />
at risk<br />
10<br />
50<br />
35<br />
% of<br />
network<br />
7%<br />
35%<br />
25%<br />
High<br />
scenario<br />
Short term<br />
0-3 months<br />
5<br />
25<br />
18<br />
Realistic<br />
scenario<br />
Mid term<br />
4-6 months<br />
3<br />
15<br />
10<br />
Long term<br />
7-12 months<br />
2<br />
10<br />
7<br />
> Consolidation of all<br />
individual dealer cash flow<br />
scenarios to total<br />
network view<br />
> Transfer into interactive<br />
cockpit including a<br />
management summary<br />
and illustration of cash<br />
shortages per scenario/<br />
dealer on a monthly basis<br />
> Number of dealer expected<br />
to become bankrupt can be<br />
derived at any time<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
12
3 RISK MITIGATION PLAN<br />
Risk mitigation plan to overcome cash shortage of strategic<br />
significant dealers – Progress tracking by RBpoint<br />
Action plan & tracking tool<br />
Addressee<br />
Dealer<br />
OEM<br />
Structural<br />
Measures (selection)<br />
> Working capital efficiency programs<br />
> Stock management reduction<br />
> Financial structure optimization<br />
> Review invoice management<br />
> Optimize dealer credit lines<br />
> Dealer performance improvement programs<br />
> Launch interest free car purchase campaign<br />
> Optimize credit conditions<br />
> Speed-up liquidation of incentive payments<br />
Tracking tool<br />
> Increased transparency on financial situations – today and in the future<br />
> Common understanding in the company/dealer network on clearly defined actions<br />
> Reduced costs/safeguarding of sales volume & network profitability for stakeholder<br />
> RBpoint as top management tracking tool<br />
> High transparency in daily project activities<br />
> Reports for assessing implementation progress<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
13
CONTENT<br />
PAGE<br />
A<br />
MARKET SITUATION EUROPE & TOP 5 MARKETS<br />
Economies across Europe face a slow down: Increased consumer price sensitivity is negatively<br />
influencing automotive dealer business – significant number of dealers & sales volume at risk<br />
2<br />
B<br />
APPROACH & METHODOLOGY<br />
Three step approach to handle dealers at risk: identification of affected dealers by distress test,<br />
development of individual cash flow scenarios & precise definition of counter measures<br />
7<br />
C<br />
ROLAND BERGER REFERENCES & EXPERTS<br />
<strong>Automotive</strong> Competence Center :+300 professionals supporting all leading automotive OEMs<br />
globally on wholesale & retail topics – Your expert contacts for further discussions<br />
14<br />
© 2012 <strong>Roland</strong> <strong>Berger</strong> Strategy Consultants GmbH<br />
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<strong>Roland</strong> <strong>Berger</strong> Strategy Consultants is a truly global firm –<br />
We provide strategic advice to the world's top decision makers<br />
Our offices<br />
Founded in 1967 in Germany by <strong>Roland</strong> <strong>Berger</strong><br />
51 offices in 36 countries, with 2,700 employees<br />
About 220 RB Partners currently serving<br />
~1,000 international clients<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
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Our <strong>Automotive</strong> Competence Center is a strong global team<br />
led by experts<br />
Ralf<br />
Kalmbach<br />
Munich<br />
Marcus<br />
Berret<br />
Stuttgart<br />
Dr. Marcus<br />
Hoffmann<br />
Munich<br />
Norbert<br />
Dressler<br />
Stuttgart<br />
Dr. Wolfgang<br />
Bernhart<br />
Stuttgart<br />
Philipp<br />
Grosse<br />
Kleimann<br />
Munich<br />
Dr.<br />
Thomas<br />
Schlick<br />
Frankfurt<br />
Ralf<br />
Landmann<br />
Frankfurt<br />
Jürgen<br />
Reers<br />
Munich<br />
Rene<br />
Seyger<br />
Amsterdam<br />
Per I. Per M.<br />
Nilsson Nilsson<br />
Gothenburg Gothenburg<br />
Dr. Uwe<br />
Kumm<br />
Moscow<br />
Michael Wette<br />
Manama<br />
Tom<br />
Wendt<br />
Detroit<br />
Andrea<br />
Marinoni<br />
Milan<br />
Marc<br />
Winterhoff<br />
Chicago<br />
Roberto<br />
Crapelli<br />
Milan<br />
Paolo<br />
Massardi<br />
Milan<br />
Alberto de<br />
Monte<br />
Milan<br />
Max Jacques<br />
Blanchet Radé<br />
Paris Paris<br />
Sebastian<br />
Amichi<br />
Paris<br />
Doruk<br />
Acar<br />
Istanbul<br />
CEE<br />
Sven<br />
Siepen<br />
Zurich<br />
Rupert<br />
Petry<br />
Vienna<br />
Robert Paul<br />
Thompson Sloman<br />
London London<br />
<strong>Roland</strong> <strong>Berger</strong><br />
<strong>Automotive</strong> Competence Center:<br />
300+ professionals globally<br />
served 2,000 projects for all major<br />
automotive player<br />
Jun Shen<br />
Shanghai<br />
Satoshi<br />
Nagashima<br />
Tokyo<br />
Keisuke<br />
Yamabe<br />
Tokyo<br />
Ken Mori<br />
Tokyo<br />
Masugi<br />
Kaminaga<br />
Tokyo<br />
Kazuo<br />
Tanji<br />
Tokyo<br />
Thomas<br />
Kunze<br />
Sao<br />
Paulo<br />
Stephan<br />
Keese<br />
Sao<br />
Paulo<br />
Krzysztof<br />
Badowski<br />
Warsaw<br />
<strong>Roland</strong><br />
Zsilinszky<br />
Prague<br />
Maciej<br />
Korzeniowski<br />
Warsaw<br />
Gustavo<br />
Lopes<br />
Lisbon<br />
Codrut Pascu<br />
Bucharest<br />
Frigyes<br />
Schannen<br />
Budapest<br />
Vladimir<br />
Preveden<br />
Zagreb<br />
Joost<br />
Geginat<br />
Singapore<br />
Anthony<br />
Versluis<br />
Kuala<br />
Lumpur<br />
Dr. Martin<br />
Tonko<br />
Seoul<br />
Dr. Wilfried<br />
Aulbur<br />
Mumbai<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
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We continuously conduct leading-edge studies on automotive key<br />
issues – Latest publication is a whitepaper on OEM importer issues<br />
Publications and studies<br />
Importer white paper<br />
> We expect car<br />
sales in Europe to<br />
fall by around 6%<br />
in 2012<br />
> Importer have to<br />
address market<br />
topics different due<br />
to their maturity in<br />
foreign markets<br />
> Importer<br />
Management Radar<br />
compiles an<br />
overview on topics<br />
for the top<br />
management<br />
Studies & articles 2011 & 2012 (selection)<br />
<strong>Automotive</strong> landscape 2025<br />
> Analysis of the opportunities and challenges<br />
facing the global automotive industry until<br />
2025<br />
Young mobility<br />
> Investigation on the extent to which projected<br />
changes in mobility patterns among the<br />
younger generation is already inside today<br />
Insights<br />
> Our automotive client magazine going out to<br />
top-match decision makers globally<br />
> Three to four publications per year with<br />
3,500 copies per issue<br />
Source: <strong>Roland</strong> <strong>Berger</strong><br />
120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
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120827_Dealer distress rating risk mitigation planning_vf.pptx<br />
18<br />
It's character<br />
that creates<br />
impact!
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