vm introduction january 2015
Post on 26-Jan-2017
321 Views
Preview:
TRANSCRIPT
1 1
1 1
1 1
1 VM Introduction January 2015 1
World-Class Operational Excellence / Performance Management & Mergers & Acquisitions VM Overview * Service Offering * Team * References
Frankfurt, January 2015 VM Value Management GmbH * An der Welle 4 * 60322 Frankfurt, Germany Tel. +49 (0) 69 7593 8493 * info@vmvalue.de * www.vmvalue.de
2 2
2 2
2 2
2 VM Introduction January 2015 2
OVERVIEW VM SELECTED REFERENCES
B
A
AGENDA
3 3
3 3
3 3
3 VM Introduction January 2015 3
OVERVIEW VM A
We advise on and implement strategy / M&A as well as operations / performance management programs in different industries
Overview – VM
Advisory and Implementation Firm
Specialized consulting and investment advisory firm focused
on the areas of strategy / mergers and acquisitions
support (market study, buy-side, sell-side, post-merger
integration) and performance management (enhancing
sales, cost reduction programs, asset management,
sustainable productivity improvement e.g. Six Sigma, Lean.
Continuous Improvement Process)
Our Services
• TOP Management consulting / implementation
• Interim management
• M&A Advisory
• Team network of international experts
• Management education and university activities
• Management-Events - Value Management FOruM
• Social Commitment – advisory board of IB School
Our Clients
Our German and international clients (e.g. Turkey, Ukraine,
Netherlands, Switzerland, Italy, France, UK,, US, South
Korea, India) are medium and large industrial companies in
chemicals, industrial services, steel, metals, engineering,
automotive, and private equity firms
Selected References
• Chemicals (Lanxess, BASF, Degussa, OMV, Celanese, etc.)
• Industry (chemicals) Services (ThyssenKrupp Services,
Infraserve, etc.)
• Steel / Metals (ThyssenKrupp, Tata, Hisar, etc.)
• Engineering (Siemens, SGB-SMIT, ZTR, ISMET, Hyundai,
ThyssenKrupp Plant Engineering)
• Automotive (Mahle, Nemak, etc.)
• Private Equity (Quadriga Capital, BC Partners, etc.)
4 4
4 4
4 4
4 VM Introduction January 2015 4
OVERVIEW VM A
Many successful companies use state-of-the-art Performance Management and grow organically and by Mergers & Acquisitions
10 Key VM Service area - Performance Management and Mergers & Acquisitions
Performance Management
Supply Chain
Management
Product- and
Market Strategy
Revenue
Enhancement
Process
Excellence Organizational
Effectiveness
Mergers & Acquisitions Support
Post-Merger
Integration
Pre-Deal
Advisory
Commercial
Due Diligence
Financial
Due Diligence Operational Due
Diligence
5 5
5 5
5 5
5 VM Introduction January 2015 5
OVERVIEW VM A
The highest potential for optimization can be found in processes and leadership in five different areas of work
Performance Management – 5 Key Areas
2. Revenue Enhancement
3. Organizational Effectiven.
4. Process Excellence
5. Supply Chain Management
1. Product / Market Strategy
Focusing on growth and growth strategy
Increase efficiency of sales organization and CRM
Multi-project management, network competence improvement
Restructuring of the organization, direct / indirect areas
Operational and organizational optimization
Management Operating System & Performance Management
Reduction of the costs of production, warranties and ex gratia payments
Total costs of quality / Robust design (Time to quality) / Six Sigma
Value Chain Excellence
Suppliers: Selection, Evaluation, Development, Controlling
Total costs of ownership, Supply Chain Management
Cost (in- / outbound) and controlling of logistics, Inventory Management
Identification of the most innovative and sophisticated products
Optimizing development cycles
Embodiment of Product-Lifecycle with PLM
6 6
6 6
6 6
6 VM Introduction January 2015 6
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Kum. Kosten Kum. Ergebins Cash Flow Status
State-of-the-art Performance Management leads to significant profit and cash flow improvement through operational excellence
OVERVIEW VM A
Example - Benefits Case of an operational excellence project (Projektergebnis/Cash flow)
• The total consulting cost are typically covered by profit improvements by the end of a project.
• Year one after a project shows typically at least 3 times more profit than the one-off consulting cost.
• i.e. Return on Investment on consulting (ROiC). 3 to 1 in year one
Month
7 7
7 7
7 7
7 VM Introduction January 2015 7
OVERVIEW VM
Typical Performance Improvement Phases
Typically a 2-4 weeks analysis already reveals operational and financial benefits improvement potential
A
Quantification and qualification of
potential improvements (operational +
financial)
Definition of common and shared targets,
involvement in support of all parties
Definition of an agreement on approach,
project team and structure, milestones
Cost-benefit analysis + guaranty:
business case, cash flow- / ROIC1-
analysis, implementation costs
Design and development of solutions to be installed
Realization of potential
Monitor KPI’s and financial benefits
Sustaining best practices and tools
Training and coaching of employees, "On the Job“
Intensive support during the implementation on all levels
Assurance of results
Background,
strategic targets,
operational issues
and challenges
First Hypothesis –
identification of
main focus areas
First draft potential
benefit case
Design Development Installation
Analysis phase
Scoping
2-4 weeks 3-6 months
Analysis Project Plan
Implementation phase
1) ROI = Return on Investment for Consulting
8 8
8 8
8 8
8 VM Introduction January 2015 8
OVERVIEW VM A
Successful M&A support needs the following five areas of analysis, e.g. in operations / commercials / finance
Merger & Acquisitions – 5 Key Areas
2. Commercial Due Diligence
Synergy Assessment
3. Operational Due Diligence
Synergy Assessment
4. Financial Due Diligence
5. Post-Merger Integration
1. Pre-Deal Advisory
Commercial Analysis
Market Analysis
New Markets / Platforms
Operational Analysis
100-Day Plan
Value-Gap Performance Implementation
100-Day Cash Flow Generation
Strategy Plan
Market Analysis
Operational Due Diligence
Commercial Due Diligence
Financial Due Diligence
Strategy Plan
Integration and Synergy Estimates
100-Day Plan
9 9
9 9
9 9
9 VM Introduction January 2015 9
OVERVIEW VM
Typical M&A Pre-deal advisory and Commercial Due Diligence scope
Source: VM
Commercial due diligence proposed by VM – A proven approach to assess opportunities and risks in a “red flag report”
A
Phases Modules
CDD plan
Findings
Feasibility workshop & Commercial Due Diligence
I
II
III
Presentation of Findings
Pre-deal advisory: Feasibility workshop a. Review Erdemir´s strategy for Europe b. Summarize and profile the respective acquisition target
i. Preliminary SWOT-analysis (strengths, weaknesses, opportunities, strengths ii. Preliminary high level evaluation of customers, suppliers, competitors, production and sales footprint iii. Preliminary evaluation of financial information incl. potential purchase price expectation
c. Summarize potential strategic, operational and financial synergies with Erdemir
TOP line risk/opportunity
A
Commercial Due diligence a. Market review
i. Validation of market information provided by target ii. Market size and drivers and growth iii. Barriers to Entry iv. Clients v. Suppliers vi. Competitors
b. Business plan validation i. Assumptions on sales ii. Assumptions on operations/capex iii. Site visit and interviews with target
c. VM approach includes public research/ interviews (competitors, clients, suppliers
B
EBITDA risk/opportunity
Targets
• Background, targets & issues
• Define and align on detailed DD plan
• Estimated potential benefits/risks
• Steering Committee
• Information gathering including operational and
financial reports
10 10
10 10
10 10
10 VM Introduction January 2015 10
Additional benefit for VM-Business Partners – the VM FOruM is THE format for exchanging ideas in business, politics and society
OVERVIEW VM A
Value Management FOruM – 2013/14
Renowned speakers, e.g.
• Rudolf Scharping, former Federal Minister Germany
• Ernst Welteke, former President German Central Bank / Bundesbank
• Dr. Judith Hartmann, CFO, Bertelsmann
• Dr. Henrik Adam, CCO, Tata Steel
• Dirk Wallesch, CFO, Deutsche Edelstahlwerke
• Dr. Samuel Ying, CEO, Posco Europe
• Jochen Fischer, CFO, SGB-SMIT Transformers
• Florian Rentsch, Minister for Commerce Hesse
Hot topics
Networking
Inspiration
11 11
11 11
11 11
11 VM Introduction January 2015 11
Speeches on current economic subjects serve as the basis for the debate between leaders from different industries
OVERVIEW VM
Value Management FOruM – 2011/13
Renowned speaker, e.g.
• Professor Dr. Dres. h.c. Bertram Schefold, Goethe-University Frankfurt
• Hans Strothoff, CEO MHK Group and Strothoff International School
• Prof. Dr. Burkhard Schliessmann, International piano artist
Successful format
Supported by FOM University
Twice a year
Royal ambience
A
12 12
12 12
12 12
12 VM Introduction January 2015 12
VM organizes and moderates further top management events and conferences – e.g. at the biggest financial conference in Frankfurt
OVERVIEW VM
VM Panels – Private Equity &„Mittelstand“, 17. Euro Finance Week 2014 Renowned speakers, e.g.
• BCHans Haderera, BC Partners
• Uwe Kolb, Bridgepoint
• Dr. Andreas Fendel, Quadriga
• Mr. Klös-Hein, EEW Group
• Dr. Mark Währisch, Standard & Poors
• Mr. Wittershagen, Deutsche Bank
Successful format
TOP Management attendance
Once a year
800 participants
A
“ Im Rahmen des Frankfurt International Investors Day (FIID) am 21.
November 2014 im Congress Center der Messe Frankfurt hat VM zwei der
zahlreichen Foren entwickelt. Sie werden von Prof Dr. Jochen Vogel
moderiert. Nutzen Sie die Gelegenheit, in Diskussionen zu Themen wie
»Private Equity« und »Operational Excellence« mehr über Chancen, Risiken
und Trends für das kommende Investmentjahr 2015 zu erfahren. Wir werden
u.a. mit BC Partners, Bridgepoint, Quadriga, Standard & Poors, Deutsche
Bank und Mittelständlern diskutieren. “
13 13
13 13
13 13
13 VM Introduction January 2015 13
OVERVIEW VM
Our consultants are a sound mix of experienced executives from operations, strategy and M&A as well as industrial CEO´s / former clients
A
VM Core Team
K. Grywatz C. Hurth S. Henkel F. Balereau
J. Vogel O. J. Staudacher
S. Kangas
C. Hurth S. Henkel
Core Team
Performance Management
Project Support
Managing Director
G. von Leoprechting
G. Flierl
F. Krone
Core Team
Mergers & Acquisitions Industrial Advisors
S. Akkaya
H. Smetan
N. Ölcer
M. Bisschop
F. Balereau J. Kraus
A. Hund
P. Schulz S. Sagnak A. Kucher
14 14
14 14
14 14
14 VM Introduction January 2015 14
OVERVIEW VM
Prof. Dr. Jochen Vogel Managing Director
A
Professional Experience and Education
Key Skills: Tools and Industries
Key Projects
– Consultant, industrial manager and university professor with background in manufacturing, services and private equity industries
– Founder and Managing Director of the interim management and consulting company VM Value Management GmbH, provides senior teams , tools, coaching and results
– Analysis and implementation of programs for sustainable profit improvement
– Concept and implementation of corporate takeovers / mergers, including capital raising
– Several Advisory Board memberships, Strothoff International School, Frankfurter Gesellschaft für Handel, Industrie und Wissenschaft
2009 VM Value Management, Managing Director/ Performance Management / M&A, Senior Advisor Roland Berger Strategy Consultants
2004 Proudfoot / Celerant Consulting, Managing Director, Head of D/A/CH, Performance Management
2000 Lehman Brothers, Director Investmentbanking, M&A, Corporate Finance
1997 ThyssenKrupp Materials & Services, Director Controlling/Strategy/M&A
1993 PWC (Coopers & Lybrand), Audit/Corporate Finance
2011 Prof., FOM Hochschule – Academy of Management, Frankfurt
1997 Dr. rer. soc. oec, University of Economics, Wien
1993 Diplom-Kaufmann, Gerhard-Mercator University Duisburg
– Several years of productivity improvement, market analysis, sales enhancement and M&A in industrial products and services incl. energy (RWE, E.ON, INA, BP), steel (ThyssenKrupp, Posco, Tata, Hisar Celik), engineering (ThyssenKrupp, Siemens, ZTR- Zaporozhtransformator, Hyundai, SGB-SMIT, Ismet, Berco, Titan)
– Restructuring and sustainable profit improvement by cost and sales effects in industrial private equity companies, e.g. Mäurer & Wirtz, Klöckner, Pentaplast
– Restructuring and sustainable profit improvement for subsidiaries of large groups, e.g. ThyssenKrupp, Bayer, Evonik Degussa, Posco
– Search and analysis of M&A (e.g. Gizem frit, Hisar Celik) opportunities by pre-merger market analysis and commercial, operational and financial due diligence
– Operational and strategic concept and implementation of accounting and controlling standards (Value Based) in an international diversified industrial group
15 15
15 15
15 15
15 VM Introduction January 2015 15
OVERVIEW VM SELECTED REFERENCES
B
A
AGENDA
16 16
16 16
16 16
16 VM Introduction January 2015 16
Selected References
Our recipe of success is already implemented in many companies
Industrial Services Engineering
Private Equity Oil/ Chemicals Automotive
ThyssenKrupp Automotive
ThyssenKrupp Technologies
ThyssenKrupp Materials & Services
einschl. ThyssenKrupp Industrieservice
Steel / Metals
SELECTED REFERENCES B
17 17
17 17
17 17
17 VM Introduction January 2015 17
SELECTED REFERENCES
VM FOruM Speakers - Organizations and Companies
VM FOruM speakers are TOP Managers from large and mid-cap companies – as well as sometimes musicians, priests or scientists
B
18 18
18 18
18 18
18 VM Introduction January 2015 18
Selected References – Chemicals
Chemical companies need to maintain high margins due to high pressure e.g. through consolidation and oil price volatility
B
Clients Project examples
• Re-structuring of the foreign subsidiaries to secure position
• Planning and implementation of a program for reducing the
maintenance costs
• Market analysis and development of growth opportunities
• Strategic, operative and financial analysis of potential M&A
targets
• M&A Buy-Side-Support / Commercial Due Diligence
SELECTED REFERENCES
19 19
19 19
19 19
19 VM Introduction January 2015 19
SELECTED REFERENCES
Selected References – Industrial Services
Industrial Service Providers need to find their market niche and prepare for further consolidation
B
Clients Project examples
• Design and implementation of a value-based management-
system including financial, operative and strategic KPI‘s
• Introduction of a cost calculation model on the retail-level
• Reduction of fixed costs of a regional organization
• M&A analysis for subsidiaries
• M&A investors looking for subsidiaries
• M&A Buy-Side-Support
ThyssenKrupp Materials & Services
20 20
20 20
20 20
20 VM Introduction January 2015 20
Companies spezialised in engineering can usually be improved in the fields of indirect costs, production and value chain
B
Clients Project examples
• Optimization of the European Overhead-Structure
• Increase in efficiency in production-and supply chain, e.g.
increase in performance by 10% within 6 months at the same
fixed costs
• M&A Sell-Side-Support
• Strategic M&A analysis of selected targets
• Improvement in quality of the demand process of the cost-
and time-budget
ThyssenKrupp Technologies
SELECTED REFERENCES
Selected References – Engineering
21 21
21 21
21 21
21 VM Introduction January 2015 21
Selected References - Automotive
Efficient automotive suppliers need to catch the “high hanging fruits“
B
Clients Project examples
• Introduction of Lean Management
• Optimization of production, including Six Sigma training
• Supply chain optimization integrating purchasing, production
and distribution
• M&A Buy-Side incl. legal Pre-Merger-Analyse
• M&A Buy-Side Commercial Due Diligence
SELECTED REFERENCES
22 22
22 22
22 22
22 VM Introduction January 2015 22
Selected References – Private Equity
Investors are being supported while buying or selling companies as well as preparing for exit
B
Clients Project examples
• Performance-improvement programs for investors
• Development of growth strategies
• First contact support with the targeted companies
• M&A Buy-Side-support for strategy, operations and finance
• M&A Buy-Side Commercial Due Diligence
• Support in finding the right companies
SELECTED REFERENCES
23 23
23 23
23 23
23 VM Introduction January 2015 23
CREATIVITY
DOING
RESULTS
top related