Die Tage des Verbrennungsmotors scheinen gezählt. Veränderungen werden sowohl von innen als auch von außen angestoßen. Der Impuls für grundlegende evolutionäre Veränderungen kommt oft von außen.
Aktuell wirken einige starke äußere Faktoren auf die Automobil-Zulieferer Industrie
ein und erhöhen den Druck auf Veränderung…
A company in the automotive services sector wanted to scale up a profitable business model in order to apply it to its less profitable locations. We suggested to the managing directors that the company first needed to switch to a service-oriented organization if it wanted to grow successfully at all. We then implemented this new service-oriented organization, making sure from the outset that it was scalable and had the capacity to grow. The organizational and cultural changes began right at the top at Board level and continued all the way down to the site managers. With the help of regular workshops and individual coaching sessions, we were able to motivate all of the company’s staff to follow this new path and gradually introduce a change in mindset across the entire company.
A private equity investor wanted its provider of laboratory analytics to grow via a buy and build strategy. The aim was to make the business more efficient and get individual sites to critical mass by carrying out standardization and specializing individual services. We worked with the investor to develop this strategy, calculated the value creation levers and identified initial targets. We are proud to report that this resulted in growth across the board, with output, sales and profitability improving at all of the company's existing locations. What's more, the investor now has the blueprint for successful future acquisitions.
A private equity fund had a successful portfolio company in the automotive services sector and wanted to get even more out of this business model. It ordered the company to grow via acquisitions and by opening new locations. This is where we came into play, developing the entire strategy and implementation plan for the expansion. We then provided support for the crucial first few steps, from target search, due diligence and negotiations all the way to integration. We did this so thoroughly that we made ourselves surplus to requirements for the rest of the process – which was great news for our client!
A private equity fund's portfolio company in the automotive industry made a strategic acquisition as part of its growth strategy. Our challenge was to carve out the new company from its previous structure and integrate it into the new group of companies as quickly as possible. This also included a turbocharged rebranding process. We delivered a fast, lean integration and were able to ensure that the previous owner’s logo was no longer evident anywhere in the company within three months of the deal closing.