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TRANSCRIPT
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Project name or document title(max. two lines)
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Location, date of presentation (month day, year)
Project name or document title | Date (month day, year)
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This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not be passed on to third parties except with the explicit prior consent of Roland Berger & Partners.
Content Page
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A. Chapter page (after chapter point: 4 "space bars")
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Against the tide/with the tide
Against the tide With the tide
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Circulation (4 factors)
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Circulation (5 factors)
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Circulation (6 factors)
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Circulation (7 factors)
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Circulation (8 factors)
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Client types
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”Unsure" ”Hesitant" ”Successful"”Hopeless" ”Drowning" ”Struggling"
Ensure survival in short term
Restructuring or search for partners
Actively initiate structural change
Growing and positioning project
Secure future
Strategy project
Startout toward the future
Specific imple-mentation project
Client type
Need
Project type
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Consequences (4)
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Consequences (5)
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Consultants profil (English), [Firstname Lastname]
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Position: ……………….. Year of birth: ……………….. Nationality: ………………..
Languages
1990–1994
Education
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Updated: MM/YY
Professional experience Methodological competence
Since 10/1992
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Industry competence Key projects
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Filter
Initial situation
1. Criterion
2. Criterion
3. Criterion
Result
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Focus – expansion
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Measures plan – planned activities
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Comments
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Measures plan – planned measures
Activity: … As of: …
Objective: Results:
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Measures plan – planned individual steps
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Individual steps Responsible SupportForm of result
StartDura-tion
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Pro-ject
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Multipliers
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+ = Projektteams
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Process – decrease
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Process – increase
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Project
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Phase I Phase II
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Project procedure
Phases Time requiredProject features
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Puzzle3 parts
1 2 3
To apply color, ungroup the object, then regroup it afterwards
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Redesign (Cube)
Redesign does not mean:
But:
Solving individual problems
Creating a comprehensive solution
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Redesign
"Shot gun" "Marksman" "Automatic pistol"
• Open fire in an uncontrolled manner
• Rather dissatisfactory result
• Lengthy sighting• Good but rarely optimal
result• Not appropriate for dynamic
environment and target
• Rapid sighting• Swift feedback• Hit bull’s eye after a few
interactive shots!
Target solutionActual situation
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Restructuring
Improvement of liquidity
Cost reduction
Reduction in personnel
Structural change
Positioning on the market
Improvement of liquidity
Cost reduction
Reduction in personnel
Structural change
Positioning on the market
Restructuring does not mean ... But ...
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Strengths/weaknesses
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Weaknesses
Weaknesses
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Today
Tomorrow
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Team organization
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Client Roland Berger & Partners
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Timetable
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Value-added chain
Supplier Customer
Development Production Sales Distribution
Company
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Waste of resources – problem
Problem 3
Problem 1 Problem 2
Problem 4
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Waste of resources – solution
Solution to problem 3
Solution to problem 1
Solution to problem 2
Solution to problem 4
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China is a market of great potential for Geberit
Favorable macro-economic
environment
RB&P expects a sales revenue of more than 150
million for Geberit China by year 2005
1): Economist Intelligence Unit
• Driven by continued strong fixed
investment growth, the real
annual GDP growth will be
maintained at above 7%
Product concept & standard
• Brand new product concept
• New industry standards and
regulations are coming out to
replace or modify the old ones
• Business opportunities for
concealed cistern will be
generated because of fat-
growing medium to high
end sanitary market
• First mover advantage
Promising market for concealed cistern
Encouraging market potential for
piping products
• Construction industry will
undergo a strong annual
growth rate of 8%, which
presents potential for
Geberit’s piping products
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As a short-term cash-cow, more public products are expected to be sole in contributing to the early break even
• Project selling only
• Purely import
• Doesn’t take up much corporate capacity
• High unit price
• High profit marginShort-term
sales-up potential
• Strong Swiss brand with original import concept
• Current sales of public products account for 38% of Geberit gross sales turnover
Source: Geberit, RB&P analysis
Long-term prospect
• The market size for public products itself is limited and shrinking
• Limited number of targeted high-end hotels and buildings for Geberit
• Many competitors within the industry
• Lack of one-set solution
• Combined selling approach is becoming difficult (e.g. Kohler to whom Geberit used to provide electronic produces and sell in projects has launched its own electronic products
• Market size for Geberit public products is limited
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