Diversification "out of the box" - Roland Berger

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2.2ILLUSTRATIVEAfter defining the portfolio logic, the actual businesses have tobe evaluated "strategically"Value based portfolio (status quo)Deviation vs.risk adjustedmarketprofitability+–Hold without further investmentsFinance futrher growth(Divest if good deal)DivestLowBubble size = invested capital (assets)BU 7e.g.: Are significant additionalinvestments required to keepgood profitability?e.g.: Does this business havea sustainable relative marketshare?BU 3 BU 2BU 6e.g.: Who would be abetter corporateparent?BU 1Fit to portfolio logicBU 4e.g.: What are additionaladjacent growthopportunities?Restructure or exitBU 5"Pearls"e.g.: What are (additional)initiatives) to reach operationaltarget performanceHigh"Underperformer"Source: Roland Berger24
2.2EXAMPLE"Underperformer" businesses have to checked for future"target performance" before final decisionValue based portfolio (underperformer businesses only)HighValue creationopportunities withinbusiness(bring businesses toDRESSING UP &PREPAREFOR SALEMANAGE FORMAXIMUM VALUE(RESTRUCTURE)"target performance") DISINVEST RAPIDLY PREPAREFOR SALELowLowFit to portfolio logicHighSource: Roland Berger25
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 and 16: 1.4ILLUSTRATIVEPortfolio options sh
Page 17 and 18: 1.4ILLUSTRATIVETop-down targets for
Page 21 and 22: 2.1BACKUPThe portfolio logic need t
Page 23: 2.2ILLUSTRATIVEThe arithmetic for v
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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