Scenario planning â how to find the right strategy at ... - Roland Berger

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Roland Berger Strategy Consultants F1 A consequence of the high volatility is that traditional planning cycles are no longer any good. Forecasts of business experts also differ significantly Global GDP growth, 2000 -2011 (%) 4.8 IMF 4.5 IMF 5.4 IMF 2007 2000 2005 2011 3.9 IMF 2001 2.9 Consensus 2.4 IMF Time horizons of traditional corporate planning, 2000 – 2011 Strategic planning Traditional organizational structure Medium-term planning Operational planning 10 years 5-7 years 3-5 years 1 year 2009 -0.6 IMF Source: IMF, Roland Berger
Study 7 F2 Emerging countries plan to invest a total of nearly USD 30 trillion in their B2B and B2C sectors over the next 20 years, according to Roland Berger estimates USD 30,000, 000,000,000 faucet designs. But after entering China, the company soon discovered that Chinese homeowners do not favor sleek and trim faucets. They want very visible, substantial handles and bodies. After some in-house soul-searching, Hansgrohe designed a line of heavyweight mixers exclusively for China. These bathroom fixtures are now marketed very successfully to Chinese homeowners, but they don't feature in the product catalog outside China. When planning to enter emerging markets, successful companies respond to trends outside their core industry. Siemens serves as an excellent example of how to derive strategy from megatrends. The company set up a dedicated department for sustainable urban development. By tracking and analyzing broad long-term trends, such as population change and urbanization, Siemens became a global pioneer in sustainable urban development, especially among emerging and developing countries. Siemens also bet on higher emerging market demand for cheap and easy to use SMART products: Simple, Maintenance-friendly, Affordable, Reliable and Timely to market. With these design principles, they design products pitched to the needs of newly industrializing and developing countries. A good example is portable X-ray equipment, which is now indispensable for doctors in Africa practicing in clinics distributed across a large geographical area. What are the risks However, if executives do not correctly interpret emerging and developing economy market conditions, companies may experience difficulties. According to Roland Berger estimates, German companies investing in emerging markets with the wrong strategy miss potential revenues of several USD 100 million a year. What's more, industrialized countries will find their innovative edge quickly dulled if they miss tomorrow's trends. Asia's automotive industry has already leapt over several development stages in a single bound to dominate battery technology, a critical e-mobility component. Chinese, Indian and Arab companies increasingly bid for European and American acquisitions. In 2011, for the first time, Europe was the top destination for Chinese direct investment, totaling USD 10.4 billion.
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Page 3 and 4: Study 3 global topics 8 billion Sce
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Page 11 and 12: Study 11 2. Selecting stakeholders
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Page 15 and 16: Study 15 F6 Four major future scena
Page 17 and 18: Study 17 A polarized world with hig
Page 19 and 20: Study 19 Capitalism goes green with
Page 21 and 22: Study 21 Trying to identify busines
Page 23 and 24: Study 23 Daniel Himmel Project Mana
Page 25 and 26: Study 25 S. S. Garr (2011) Retainin
Page 27 and 28: Study 27 Credits Pages 2: sinopictu
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Scenario planning â how to find the right strategy at ... - Roland Berger