Diversification "out of the box" - Roland Berger

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2.3RELATED DIVERSIFICATIONIf related growth options are restricted, the search has to beconducted more "broadly"Untapped platforms> Yet less developed adjacentbusinesses> Step-motherly treatedproducts (in dynamicmarkets)Neglected customer assets> Unrecognized customersegments> Privileged access or trust fromcertain customer groups (e.g.strong brand image)> Unused data and informationDisregarded capabilities> Hidden corporate capabilities(e.g. growth from sharedservices)> Non-core capabilities in thebusinesses with high value tocustomers (today, future)Identification of assets, which currently do not drive growth,but may enable growth in so far unrecognized businessesSource: Roland Berger32
2.3RELATED DIVERSIFICATIONIndicators for growth potentials beyond the core business canbe identified along three dimensionsUntapped platformsNeglected customer assetsDisregarded capabilities> Robust leadership positionin a niche segment (nomatter of size)> Unusual success despitelow attention> New emerging customersegments (with attractive profitpool)> Historic, i but "forgotten""customer segments> Opportunity to bring a corecapability to the next level(e.g. to become a "marketmaker")> Extension of capability to a> Diffuse but similar/comparable activities iti across> Niches that can be identified"one by one"new market> Potential ti to combine a corebusinesses that might formcapability with an externalthe basis for a newasset (e.g. via M&A) or withopportunityalready existing assetselsewhere in the company33
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 and 26: 2.2EXAMPLE"Underperformer" business
Page 27 and 28: 2.3RELATED DIVERSIFICATIONIdentifyi
Page 29 and 30: 2.3RELATED DIVERSIFICATIONOdds of s
Page 31: 2.3RELATED DIVERSIFICATIONIdentifie
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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