Diversification "out of the box" - Roland Berger

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2.3Growth options: Different approaches have to be chosendepending on agreed portfolio logicRELATED DIVERSIFICATIONUNRELATED DIVERSIFICATIONNew geographiesNewdistributionchannelsNew products/servicesCurrentcoreNew partsof value chainNewbusinessesNewcustomersegmentsFirstSelectionIndustryfunnelSegmentanalysisIdentification of potential growth areas> Brainstorming> Idea tree> Horizontal/ verticalintegration> Opportunities in themarketPrioritization of industries> Coherence withdiversification goals> Profitability> Synergies (tbd)> "Fit"> "Success stories"> Activities of stakeholders> Trend-Analyses> etc> Reasons for exclusion– Moral, Ethics, Politics– Controllability(Technology Mgmt.)– Ownership structure & sizeDefinition for "deep dive" segments> Market attractivenessti > Market barriers> Competitive landscape > Cost of market entry> Threats (e.g. substitution) > etcPotential ti targetst26"Starting search from core""Funneling attractive opportunities"Source: Roland Berger26
2.3RELATED DIVERSIFICATIONIdentifying businesses for successful related diversificationrequires a methodical approachBuild factbase to support decision makingAssess strengthof coreIdentify full setof opportunitiesPrioritizeopportunitiesDevelop entrystrategy> Assess the strength > Identify and map theof core business and full set of businessesidentify opportunitiesrelated toto reinforce the core existing corebusinessbusiness(es)> Determine whichopportunities aremost attractive topursue– Evaluate odds ofsuccess (relatednessto corebusiness, abilityto differentiate)– Assessattractiveness> Within targetbusinesses,determine bestgrowth themes,potentialacquisition targets,and organicopportunities> Organize forsuccess2727
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 and 24: 2.2ILLUSTRATIVEThe arithmetic for v
Page 25: 2.2EXAMPLE"Underperformer" business
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

Diversification "out of the box" - Roland Berger

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