Diversification "out of the box" - Roland Berger

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1.4To capture the "target performance" per business, four majorbuilding blocks have to be analyzedValue driversStrategicOperationalOrganizationalFinancial> Do we have the rightscale? How do we> Are we maximisingour revenues? e.g.build it?– Customer> Who is the bestsegmentation‘parent’ for activities – Product designwe undertake? – Deliveryexcellence> Are we minimisingour costs?> Are we measuringourselves effectively?> Do we have the rightcapabilities?> Is it clear who makesdecisions?> Do we have a highperformanceculture?> Are we valued andpriced appropriately?> Can we increaseworking capital andcash flow?> Is the balance sheetoptimized?> How efficient is ouruse of capital?Source: Roland Berger16
1.4ILLUSTRATIVETop-down targets for strategic and operational "targetperformance" can be derived from ROS/RMS analysisROS/RMS – IllustrativeReturns earned (ROS)HighLowCost of capitalSubscale(below strategictargetperformance)Restructuring case(below target performance)ClientCo businesseswith sustainablerelative market share(local, regional)?ClientCo businessesat operational targetperformance?LowRelative market share (RMS)HighSource: Roland Berger17
Page 1 and 2: Diversification "out of the box"Mun
Page 3 and 4: A. OUR APPROACH -A structured conce
Page 5 and 6: Our modular approach consists of fo
Page 9 and 10: 1.1A proper bottom-up portfolio seg
Page 11 and 12: 1.1BACKUPWrong business definition
Page 13 and 14: 1.3 EXAMPLEThe definition of core b
Page 15: 1.4ILLUSTRATIVEPortfolio options sh
Page 21 and 22: 2.1BACKUPThe portfolio logic need t
Page 23 and 24: 2.2ILLUSTRATIVEThe arithmetic for v
Page 25 and 26: 2.2EXAMPLE"Underperformer" business
Page 27 and 28: 2.3RELATED DIVERSIFICATIONIdentifyi
Page 29 and 30: 2.3RELATED DIVERSIFICATIONOdds of s
Page 31 and 32: 2.3RELATED DIVERSIFICATIONIdentifie
Page 33 and 34: 2.3RELATED DIVERSIFICATIONIndicator
Page 35 and 36: 2.3UNRELATED DIVERSIFICATIONConglom
Page 37 and 38: The ability of the holding to contr
Page 39 and 40: Successful organizations design a c
Page 41 and 42: … that vary by the adopted modelO
Page 43 and 44: BACKUPResources needed at the cente
Page 45 and 46: ILLUSTRATIVEThe role of the corpora
Page 47 and 48: EXAMPLEAustralian conglomerate Wesf
Page 49 and 50: E. ROLAND BERGER - Our experienceRo
Page 51 and 52: Excellence in strategy consultancy
Page 53 and 54: Our expertsHauke MojePartnerFlorian

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