It’s not luck that makes a market leader‘The exceptional enterprise model’Flevum Business Executive Dinner

Arjen Brussé, 30 mei 2011

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Entrepreneur of the Year

Snel groeiende bedrijven in NL

► Europe’s Top 500:► NL is nr. 3 met de meeste snel groeiende bedrijven► Jumbo supermarkten, Centric, Meltwater, Mediq, Das

Rechtsbijstand, ► Sterke sectoren: bouw, transport, biotech en dienstverlening

► Gazellen Limburg:► Otto Workforce, Dynagroup, Reinaert Kliniek, Taxi Nelissen

► Aantal gazellen in NL in 1999 – 2009:► Industrie 633 446► Bouw/groothandel 837 613► Dienstverlening 900 1500

Exceptional Enterprise modelPage 3

Exceptional Enterprise modelPage 4

► Ernst & Young’s collective insight gained through working with dynamic, fast

growth enterprises, combined with the viewpoints of 250 market leading

businesses► A thought-provoking framework of the six key business challenges

companies must address and the actions that they need to take to become a

next generation market leader► Relevant to all Companies

What is the Exceptional Enterprise model?

► To share the unique experiences of these market leading businesses and to

better understand the comparative challenges and opportunities you face

Why we bring it to you?

Exceptional Enterprise modelPage 5

ExecutionMarketleader

The Exceptional Enterprise model- What the market leaders say

Transactions and Alliances

Managing Risk

Managing Finance

People Recruitment

and Retention

GrowthCompany

OperationalEffectiveness

Customer Recruitment

and Management

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Fast growth company life cycle

Complexity of finance function, size, scalability, role of technology, management competence

Top Index entry

Time

Re

ve

nu

e/

Gro

ss

Pro

fit

Emerging Rapid Growth Public/Market Leader

Emerging

•Identifying market opportunities •Identifying sources of funding•Recruiting the right people to kickstart the business.•Mostly funded by savings and debt

Rapid Growth

•Focus their energies on becoming a supplier of choice for their most valuable customers, •Managing expansion•Securing additional capital•MBO•Venture Capital and Private Equity besides Founders •Privately Funded

Public/Market Leader

•Working effectively across global networks,•Balancing entrepreneurial spirit with corporate culture •Optimizing their capital structure•Mostly Public Companies

Exceptional Enterprise modelPage 7

Emerging Enterprise

Rapid Growth Enterprise

Next GenerationMarket Leader

Key Challenge

Customer Recruitment &Management

Operational Effectiveness

Transaction& Alliances

People Recruitment& Retention

ManagingFinance

ManagingRisk

Build Solution to Meet Customer Need

Become Supplier of Choice for Key Customers

Provide Seamless, Global Solutions

Establish Core Competencies

Develop Scaleable, Cost Effective Infrastructure

Manage Global Operations

Partner for Customer Value

Evaluate Strategic Acquisitions

Build Corporate Development Agenda

Secure & Manage Risk Capital

Obtain & Manage SufficientExpansion Capital

Optimize Capital Structure

Build Leadership Team Manage Turnover & Expansion

Balance Entrepreneurial Spirit

& Corporate Culture

Address Short Term Risks

Adapt to ChangingRisk Profile

Manage Global Enterprise Risks

What are your strengths ?Execution

Marketleader

Transactions and

alliances

Managing risk

Managing finance

People recruitment

and retention

GrowthCompany

Operationaleffectiveness

Customer recruitment

and management

Exceptional Enterprise modelPage 13

Contact list

Area/Sub-area

BE/NE

Arjen Brussé+31 (0)88 407 38 62arjen.brusse@nl.ey.com

Eugene Heijnen+31 (0)77 321 3444eugene.heijnen@nl.ey.com

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