WHAT WE DO

At Keebuu Group, we approach every client engagement as a partnership which, to succeed, requires that we have as deep knowledge of our client’s business as they do, and a set of capabilities that ensure only the finest thinking is brought to the table. Because there’s no time for a learning curve.

BUSINESS SERVICES

Keebuu Groups partners with companies offering professional and IT services, on-site services, and services to municipalities. Together with our clients, we develop value growth strategies and design and implement differentiated offer portfolios, industrialized operating models, and superior commercial practices to transform businesses. Our deep industry expertise and our specialized capabilities in the areas of offer development and portfolio management, pricing, sales force effectiveness, contract management, and labor transformation make Keebuu Group a leader in serving the needs of the Business Services industry.

COMMUNICATIONS, MEDIA & TECHNOLOGY

Keebuu Group helps industry leaders in the communications, media, and technology industries develop value growth strategies, improve operations, and maximize organizational effectiveness. Our clients are some of the world’s most successful companies: wireless and wireline equipment and communications service providers: enterprise IT, consumer electronics, and semiconductor companies; and broadcasters, publishers, platform operators, online and entertainment companies.

DISTRIBUTION & WHOLESALE

If you are a B2B distributor or wholesaler, or if you are running a multi-site services or custom manufacturing company, your business is particularly difficult to run. You require winning operations and sourcing at the back end of the business combined with highly customer-focused and tailored commercial behavior – whether locally or online – at the front.

We draw on unrivalled customer and strategic insight, state-of-the-art analytical techniques, and our unique commercial decision-support software platforms to help our clients get this right. We understand what it takes: an obsession with attracting, serving and growing customers, constant dedication to operational excellence, and a relentless drive to improve capabilities. It’s not enough to be good at something; you have to be good at everything, and excellent at the most important things.

We have a track record of helping clients win in this environment, creating real competitive advantage and driving significant growth. We believe our hands-on approach to making change happen and embedding powerful tools is unique – and over the last 25 years, we’ve built our business by helping our clients build theirs.

The market landscape in wholesale and distribution businesses is highly dynamic. Customers are increasingly sophisticated in their requirements, supply chains are becoming increasingly global, and new digital startups threaten significant disruption. The winners in the next decade will successfully develop compelling new services models, breakaway digital offerings, and innovative approaches towards managing their networks and value chains.

Successful strategy in a distribution business starts with really doing the homework to understand the underlying drivers of commercial success: which customers are profitable today? How important is scale? We help our clients with proven approaches and a track record of successful strategy development and execution.

Distribution businesses are especially hard to manage commercially. Decisions are made “on average” despite the many products, customers and customer types and competitive environments which make de-averaged information the important decision criteria.

Ultimately, dozens of people with influence over key commercial decisions are all trying to do the right thing, yet the right thing can often be counter-intuitive. And the stakes are high: millions of dollars ride on choices made by relatively junior personnel. Ensuring overall strategy cascades down to individual product categories and equipping teams with the tools they need to make the right decisions can transform financial performance – without major investment in new IT platforms.

Building better and higher impact pricing mechanics requires a scientific approach to customer value, cost dynamics, and true profitability. Engaging the business, particularly the sales force, is crucial to achieve change and building the right processes and tools will raise the odds of success. It’s hard work, but worth it.

Many wholesalers and distributors operate on thin net margins, typically 3–5%, with revenues under constant pressure. Some companies have improved their profitability by driving down their spend on goods for resale, while at the same time fostering critical vendor partnerships in a demanding environment.

By adopting a pragmatic strategy that combines the best learnings from retailers and manufacturers, we’ve seen that distributors and wholesalers can reap substantial value. Because goods for resale can account for up to 80% or more of a distributor’s cost base, using a more sophisticated approach to purchasing can help a typical distributor achieve 7–10% savings from cost-reduction programs, potentially doubling net profits. (For distributors who buy a significant proportion of commodity items typical savings percentages are of course lower, although the impact can still transform the bottom line.)

FINANTIAL SERVICES

Keebuu Group’s Financial Services practice helps the world’s leading financial institutions address their most significant challenges to shape the future of the industry. We have an unparalleled understanding of the evolving market structures, economics, and strategic and regulatory trends across all segments of the financial services sector. Our distinct approach is characterized by deep specialization and rigorous fact-based analysis.

FINANCE & RISK

RETAILS & BUSINESS BANKING

INSURANCE

INDUSTRIAL PRODUCTS

The Industrial Products Team supports manufacturing companies in their efforts to restructure and to realize profitable growth. In their project work, Keebuu Group combines in-depth industry expertise with specialized skills that have been developed during hundreds of projects. The acquired knowledge has largely been documented and structured by industry-specific studies and benchmarking databases that are available to our clients.

Our teams of experts realize fast-acting and sustainable impact and change for industrial enterprises all over the world.

On average, direct product costs amount for two-thirds of manufacturing companies’ total costs. Reducing these costs is therefore the most important component of any effort to significantly improve a company’s total cost base. The Keebuu Group product cost reduction approach is based on deep industry expertise and contains a mixture of methods that are tailored to the specific requirements of the client. It encompasses strategic approaches like product portfolio management or modularization as well as operational levers like the optimization of direct and indirect material purchasing or the lowering of costs through modifications of the product or changes in the supply chain. Experience has shown that the highest savings can be realized when the steps taken are framed and executed in a multifunctional project that incorporates purchasing, quality control, R&D, engineering, production, and sales.

The Industrial Products team at Keebuu Group has a long and proven track record in optimization of product costs and in sourcing:

• Product cost reduction: Many different technological and commercial approaches can be used to reduce product costs. Ours is marked by its holistic nature – it is based on a deep technological, process-based, and commercial understanding of each specific product – which allows the application of the most efficient combination of cost-reduction levers. The range of relevant approaches includes strategic methods and tools like product strategy and product portfolio, modularization and standardization or the management of variants, as well as operational approaches for optimization. Multifunctional teams in managed workshops use operational methodologies like the “product-cost-down approach” to generate ideas based on custom-tailored analyses, such as specification analyses or cost-driver analyses. Savings of 5-15% can be realized within 24 months using this comprehensive approach as well as systematically involving suppliers. Implementation execution is crucial to ensuring that the measures result in the expected P&L impact.

• Sourcing Optimization: Based on an analysis of the current situation, the direct and indirect materials with the largest potential savings are identified by the Purchasing department and other relevant departments. After deciding on a strategy and a targeted supplier structure, we identify the best suppliers around the world, obtain quotes for the materials needed, and support the negotiations of the purchases with old and new suppliers. As a result, the portfolio of suppliers can be streamlined, supplier risk can be addressed from the start, and supplier relationships can be optimized. We offer analytic support in preparation for price negotiation with current suppliers, as well for identifying alternative possibilities of in- and outsourcing.

Keebuu Group has worked on a wide range of product cost reduction projects in manufacturing companies. Our unique contribution comprises the specific industry knowledge and the transfer of best practices from other cost-intensive industries:

• Specific understanding of the manufacturing and supplier markets
• Use of a multifunctional, comprehensive, and pragmatic approaches to reduce product costs

Consideration of technological, process-based, and commercial measures in the creation of a complementary overall approach

In their race for efficiency, manufacturing companies are facing a disruptive and demanding environment but are also struggling with internal hurdles (e.g., a lack of skilled resources, motivation, and management commitment). Despite unceasing improvement programs, companies still don’t succeed in spreading and sustaining performance improvement. The challenge is to design an implementation strategy that both delivers an outstanding level of performance and also changes standards and behaviors to sustain performance.

Keebuu Group has designed a proven methodology based on five pillars; it has been applied in a wide range of businesses and environments:

• Strategy and vision: Design ambitious but realistic objectives consistent with the company’s strategy and an implementation strategy taking into account the operational context.

• Operational practices: Build a toolbox of operational practices supporting performance improvement. These practices must be integral to the global value chain and must support the company’s business priorities.

• Site structure and network optimization: Redesign the current configuration of production sites and factories, which are often a product of history that no longer corresponds to the company’s current needs in terms of production efficiency or global presence. Often a new organizational division of labor can reduce costs for logistics, warehousing, purchasing, HR, and administration. This includes specialization, reducing complexity, plant closings, and transfers to less cost-intensive locations.

• Management systems: Design a performance management system to break down and monitor the realization of objectives – from top management to shop floor. The system has to support decision making based on sound data analysis and to allow tracking of changes and their performance impact.

• Behavior and culture: Cultural evolution is the bedrock of sustainable change. Continuous improvement has to become a second life, in which everybody re-thinks current practices to identify sustainable improvements.

In such programs Keebuu Group has the proven capabilities to support a wide range of measures to maximize client value. We are:

• A partner to share a vision, to challenge ideas, and to set targets
• An objective and experienced external point of view to assess and benchmark current performance and practices and to identify improvement opportunities
• An expert to facilitate project prioritization and implementation planning
• A problem solver to re-think traditional habits and ensure necessary rigor
A coach to foster implementation of new practices, to change behaviors, and ensure sustainability of improvementsA trainer to transfer skills and competencies

There are times when, in addition to the realization of existing cost-reduction projects, a “quantum leap” in cost reduction or efficiency improvement is necessary. And finding a balance between ambitious, far-reaching cost-cutting objectives and improvement of the underlying processes is critical to improving a company’s operations, motivating its high performers, and sustaining an efficiency initiative over the long term.

Our in-depth industry expertise allows us to individually adapt optimization levers to a client’s specific market requirements and competitive environment. Starting with the company-specific situation, we apply relevant benchmarks and best-practice know-how to the formulation of effective measures. Ongoing monitoring of cost savings ensures lasting and durable savings.

The Industrial Products team at Keebuu Group has a long and proven track record in optimization of overhead costs:

• R&D efficiency: We review opportunities for reducing project delays, analyze the R&D portfolio for unprofitable projects, provide for a faster market introduction of products (Launch Management), and establish more efficient R&D processes.

• Sales efficiency: In years of continual growth, sales organizations tend to become “bloated and slow”. Even in cost-cutting projects the sales department is often not addressed significantly. Key to increasing sales efficiency is the conversion from reaction into action. Sales process effectiveness has to be increased and sales expenses have to be reduced simultaneously. Experts from Keebuu Group address all sales activities, eliminate “waste”, and optimize the underlying processes.

• Administrative costs: Classic “Minus-10-percent programs” frequently do more harm than good. We reduce staff costs on the basis of differentiated benchmarks, using our experience to introduce new management processes and reduce indirect costs. We also introduce new management processes, taking underlying IT systems into consideration, and thus ensure a reduction of administration costs.

• Work efficiency: To address the key role that “labor” plays in corporate profitability, we introduce success-based compensation components, reduce special payments, and support the implementation of longer working hours.

Keebuu Group has worked on projects targeting overhead cost reduction for many companies of different sizes. Our unique contribution comprises a combination of market and industry knowledge as well as methodological expertise:

• Exact understanding of the manufacturing industry and its target markets
• Track record of successful overhead cost-reduction projects in manufacturing industries

Methodological expertise in the management of complex, comprehensive, efficiency improvement projects

Backed by its years of experience, Keebuu Group acts as a trusted adviser to companies and investors as they take on the challenges of strategic, operational and financial restructuring. In the process, we place a particularly high priority on developing sustainable restructuring concepts that address both the market and competitive environment as well as specific factors for success. Keebuu Group acts as a coordinator for restructuring processes, as an objective expert and a neutral third party who provides quantitatively supported advice to address the interests of management, shareholders, lenders and other stakeholders.

Keebuu Group’s contribution to restructuring projects

INDEPENDENT BUSINESS REVIEWS (IBR)
When an outside-in assessment of a company in distress is required, Keebuu Group can leverage its deep industry expertise and extensive restructuring experience to identify risks and opportunities for a company, which are then used to assess business plan revenues, profits and cash flows. Special attention is paid to the viability of the business design and the ability of the company to win against its competitors.

Using benchmarks and best practices from industry peers and building upon our toolbox of methods to achieve operational excellence, we also give concrete recommendations on how to improve profitability and liquidity—often even beyond what was planned in the original business plan.

Hence, our IBRs are not only formal reviews but create real value for the company going forward.

DEVELOPMENT OF RESTRUCTURING CONCEPTS
In devising its sustainably successful restructuring approaches to a client situation, Keebuu Group draws on its deep base of knowledge about market trends and specific success factors, its far-reaching expertise about operational excellence methodologies as well as its solid grasp of the needs and options of various financial sponsors (i.e., equity/borrowed capital). We take an integrated approach in this work. Our restructuring concepts are based on four pillars:

Strategic repositioning: The focus is placed on core markets and potentially profitable business fields. Business operations that destroy value will be closed or divested.

Value-focused business model: Using our approach called value-driven business design, we optimize such business drivers as a company’s customer, product and technology portfolio, define core skills and bring the organization into alignment with the strategy.

Operational excellence: The focus here is placed on lean organizations and processes. In particular, this work is aimed at simplifying production networks and increasing efficiency and effectiveness by applying such methodologies as LEAN and Six Sigma. In addition, purchasing and the entire supply chain are optimized.
Financial restructuring: On the basis of the strategic repositioning work, the value-focused business model and operational-excellence programs, we determine liquidity needs and the requirements for a sound capital structure through the use of integrated financial planning. This creates the foundation for a financing concept that optimally weighs the interests and decision-making freedom of all participating parties.

METHODOLOGICAL AND PROFESSIONAL ASSISTANCE WITH IMPLEMENTATION
Keebuu Group has a broad base of knowledge about industries and methodologies that it uses to help carry out restructuring projects in a quantitatively-based and methodical manner. This includes:

Strategy & Growth
Sales Efficiency
R&D Productivity
Production Optimization
Lean Management
Procurement & Supply Chain
IT & Operations
Organization & Processes
Mergers & Acquisitions

PROGRAM MANAGEMENT AND COMMUNICATION
Careful monitoring of the project’s implementation is the key to its success. Another vital step is to keep all stakeholders up to date about the status of implementation and to transparently report potential problems. This enables barriers to implementation to be identified at an early stage and then removed. Keebuu Group assists with the implementation of restructuring programs in a number of ways, including:

Monitoring of the implementation and the achievement of planned improvements, using a Web-based program-management tool if necessary.
Regular reports to management, owners and financial stakeholders about the latest business performance (sales, earnings, liquidity) as well as the implementation status of the project, potential problems and necessary responses.

Ongoing liquidity management (including rolling liquidity projections, liquidity-bolstering steps and potential problems).
Support of communications activities about the restructuring program within the company and to external stakeholders.

Profitable growth and the continuous adjustment of the business model are a key challenge for the management of manufacturing companies. Value Driven Business Designs developed by Keebuu Group are based on the analysis of value shifts within an industry. This analysis enables the identification of future profit zones that are systematically developed by means of alternative business models. Successful strategies for manufacturing companies can assume very different types: from a strict focus on component manufacturing, to downstream strategies concentrating on comprehensive solutions for the customer up to innovation strategies.
The Keebuu Group Industrial Products team has extensive experience in the implementation of new business models in manufacturing industries. This comprises of:

• Creating new customer value through demand innovation
• Product portfolio optimization, for instance, with intelligent product bundling or via profitable service strategies
• Securing the technological leadership and building a superior product development
• Customer management and key accounting
• Utilizing hidden assets such as know-how on customers, installed base, or brand strength in order to develop new growth opportunities.

Keebuu Group has developed and successfully implemented sustainably profitable growth strategies for many companies. Our contribution is our unique combination of distinctive industry know-how and comprehensive methodological expertise:

• Exact understanding of the manufacturing industry and its target markets
• Methodological expertise (such as, for example, the Value Driven Business Design methodology)

Many years of experience developing and implementing growth strategies.

The sales & after-sales activities of many companies operating in the industrial environment still hold significant improvement potential.

Management still focuses too strongly on development, production, and assembly (upstream segments) and neglects other segments. Because purely technology-based product differentiation is becoming increasingly difficult and also harder to communicate, management must emphasize sales & after-sales topics more and more. The most important areas of action are utilization of after-sales-opportunities by downstream businesses like spare parts, service, financing, and maintenance as well as increasing sales effectiveness.

In many instances, after-sales is not industrialized as a separate business. Consequently, it is not supported, operated, and managed by the appropriate (global) processes, organization, leadership, systems, and tools. By implementing the appropriate downstream business designs, it is possible to achieve EBIT margins of 10 to 20 percent – a fact that most companies are aware of. However, these companies find it difficult to realize their earnings and growth potential. Only 25 percent of companies earn more than 20 percent of their revenue with downstream business activities (spare parts, service, financing, maintenance, etc.).

Keebuu Group has developed a systematic approach for identifying and evaluating downstream opportunities. The following are the core elements of this approach:

• Rigorous analysis, including evaluation of the market potential of downstream business segments and the prerequisites for unlocking this potential
• Analysis and evaluation of the processes and the current performance of the downstream business, e.g. by conducting benchmark studies
• Development of an expanded value proposition for the customer as well as the necessary internal process parameters (KPIs)
• Preparation of a detailed business plan which incorporates possible growth opportunities and the necessary investments
• Definition of measures and detailed implementation plans to build the required competencies, processes, systems, and structures

A second large area of action for industrial companies is to improve the performance of their sales operations (sales effectiveness). This is rather a dire necessity than an opportunity. Customers have become more demanding and increasingly require a sales process that is more geared to providing advice. In addition, more and more sales staff can no longer deal with the growing number of products, and is unable to market differentiating innovations adequately – a major risk in stagnating markets. Channel conflicts between suppliers and distributors can hamper the sales process as well. Furthermore, companies usually lack efficient processes and sales management tools – a deficit which can easily grow exponentially in a globalized world. Most salespersons, for example, spend far too much time on activities that do not create much value, and too little time with the customer.

From our perspective clearly defined levers exist and these levers can significantly improve sales performance:

• Strategic focus: Which are the most profitable and attractive customer groups? What are the best channels for serving them? What value proposition is differentiated in the long-term?
• Sales processes / management: How can the organization and processes be optimized? How can the sales staff be adequately allocated? Who assumes which role?
• Infrastructure / systems: Which are the appropriate management indicators? What is the best compensation and incentive system? Which tools and training methods are suitable?

In the last five years, Keebuu Group has supported many sales effectiveness projects for a broad range of clients. The following are some representative results:

• Increase in sales by 10 to 20 percent and concurrent staff reductions
• Increase in sales rate by 250 percent

Improvement of average margin per customer by 50 percent

Market shifts, new competitive structures, and adjustments of the business model change the requirements towards an organization. Frequently, it is necessary to change historically grown structures and processes, in order to align the organization optimally to the success factors of the business.

KEEBUU GROUP CONCEIVES AN ORGANIZATION AS A SYSTEM CONSISTING OF FOUR CRITICAL ELEMENTS:

• Organizational structure: Definition of roles and responsibilities within the organization. Separating business units from cross-sectional functions (divisional vs. functional units). Adjusting the legal structures and staffing of committees.
• Processes: Defining the interaction of organizational units in the core processes. Optimization of processes and interfaces. Defining the information flow between people involved at essential milestones within the process. Deployment of tools and IT systems.
• Target systems: Setting cross-organizational strategic and financial targets. Developing corporate values and cultural elements. Selection of financial and operational KPIs for controlling the business.
• Management tools: Determining the composition and tasks of the management levels within the company. Designing management tools, such as Target Setting, Planning, Controlling & Review. Introduction of systems for measuring the performance of organizational units.

Keebuu Group has accompanied various change processes in companies of varying sizes. Our unique contribution consists of the applied combination of content and methodological competency:

• In-depth understanding of the business and the related requirements towards the organization
• Comprehensive experience regarding the focus topics of a change process and potential pitfalls
• Numerous benchmarks and best-practice examples

Keebuu Group’s Global Risk & Trading practice enables the world’s top industrial corporations and commodity trading organizations to gain competitive advantages by assisting them with managing risk across their businesses more effectively. By working with global leaders in a broad range of industries, our practice has developed unique capabilities that help industrial corporations and commodity trading organizations create value and maximize their performance by making risk-adjusted strategy, investment and capital allocation decisions.

Our practice works with clients to measure and manage risk at all levels within their organization – from the board and executive suite to line management. Drawing upon resources from across our division with decades of specialized expertise in risk management as well as the deep knowledge that partners in other parts of Keebuu Group possess of specific industries, regulatory issues, economic trends and leadership development, we anticipate unprecedented challenges in our clients’ competitive environments and deliver comprehensive customized solutions quickly that improve their operations and risk-return profile.

CORPORATE RISK
Our practice supports top corporations in embedding risk and volatility management into decision-making processes across their organizations. Whether strategic, counterparty, commodity or large project risks, we offer advice on the frameworks and best practices that improve a company’s financial performance by improving its risk-adjusted decision making.

COMMODITY TRADING
Leading commodity traders count on our practice to create the risk-adjusted infrastructure necessary for their organizations to optimize value. We support our clients on all matters related to the risks they encounter in their business ranging from building trading processes, tackling strategic challenges, to establishing an appropriate governance structure and the required risk methodologies.

KEY AREAS OF INSIGHT
Corporate Risk
• Risk-based portfolio strategy
• Risk management frameworks, governance and organization
• Commodity, FX, interest rate and credit risk hedging strategies
• Risk appetite, risk capital frameworks and risk-based performance measurement
Large capital project and supply chain risk management

MECHANICAL ENGINEERING FACES VERY SPECIFIC CHALLENGES:

• Global markets and customers, with partially strong negotiation power
• Global competition, industry consolidation, and the emergence of suppliers from emerging countries
• Tension between the necessity for innovation on the one hand, and for permanent cost optimization on the other
• Increasing complexity, increasing risks, and overall, too little profitability
To overcome these challenges, mechanical engineering companies can address several areas of action to increase / sustain their sales volume and to reduce costs continuously:
• Realizing growth in core markets through innovations with the objective to increase efficiency of customers
• Exploiting new growth markets through investments in BRIC countries, and consistent utilization of consolidation opportunities to improve competitive position
• Globalization of value creation, thus enabling the exploitation of new markets, and the utilization of cost advantages from low-cost-countries
• Holistic reduction of product costs, which typically comprise more than 60% of the total costs, through comprehensive and multifunctional approaches
• Consistent improvement of productivity and flexibility, in order to secure competitiveness and decrease reaction times in the context of demand fluctuations

Keebuu Group has more than 15 years of experience in restructuring and realignment of mechanical engineering companies. More than 70% of the leading mechanical and plant engineering companies are our customers. On the restructuring side, we have specific experience in comprehensive restructuring, the reduction of production and overhead costs, in process optimization, in sourcing and reorganization. On the growth side, our expertise lies mainly in execution of comprehensive growth programs, expansion of the downstream service businesses, sales, value pricing, development of new markets, and Mergers & Acquisitions.

After several years of strong growth, the global agriculture & construction equipment industry was severely affected by the financial and economic crisis of 2009. Most affected were manufacturers of construction equipment in traditional large markets in Western Europe and North America. In contrast, manufacturers in emerging countries have shown continuously strong growth rates, but their growth is not strong enough to compensate for the losses in industrialized countries.

In the context of the global crisis, companies in the agriculture & construction equipment industry are faced with several challenges:

• Sales decline, especially in industrialized regions
• Margin decline, for both new equipment as well as for the traditionally high-margin parts business
• Cost-structure disadvantages in manufacturing compared with low-cost countries
• Increasing competition by aspiring players from emerging countries
Nevertheless, the crisis offers an opportunity to ensure sustainable success by conducting major adjustments business models. The areas of action for a promising re-positioning cover a wide range of potential improvement levers:
• Participation in market growth in emerging countries
• Investments into sales and service networks
• Hedging of parts business against Internet competitors and against fake parts
• Reduction of product costs
• Globalization of manufacturing footprint using an intelligent mix of greenfield investments, mergers & acquisitions, and joint ventures.

The successful re-alignment of the business model requires deep insights into relevant markets as well as proven methodologies and tools to develop and implement the necessary changes. Having conducted multiple studies and extensive analyses across the agriculture & construction equipment industry, Keebuu Group is a qualified partner for these tasks. Leveraging project experiences from many years in this industry, we identify the right answers to all relevant questions about the future development of a company’s business model. Together, we work with our clients to successfully implement the recommended changes:

• Positioning in the market: Which target markets and customers guarantee sustainable success? How should the service offering be designed and differentiated to serve target markets and customers in the best way?
• Profit model: Which developments and trends determine the relevant profit drivers? How should the profit model be designed, to ensure sustainable profitability?
• Competencies: Which adjustments to the current value chain are required? What degree of outsourcing ensures success? How can production capacities as well as the sales and distribution offering be strengthened internationally? What alliances and partnerships should be built?
• Strategic control: How is successful differentiation against emerging competitors possible? How can unique selling propositions be utilized better and more sustainably?
Organizational architecture: How can the effectiveness and efficiency of an organization be improved? Which infrastructure best practices and corporate-culture attributes support a company in achieving its objectives?

WIND

Despite a setback resulting from the financial crisis, mid- and long-term growth for manufacturers of wind turbines is expected in both the land-based and off-shore sectors. Wind energy offers interesting growth opportunities for well-positioned manufacturers, but Keebuu Group believes the market will quickly become more mature. As a result companies will be faced with globalization of their business, increasing cost pressure due to competition, consolidation due to M&A, and elimination of many smaller manufacturers. To succeed in this market environment, companies need to improve their operational excellence and to industrialize their processes.
In order to respond adequately to these challenges, manufacturers of wind turbines have to address the following areas:

• Occupation of profitable market segments (regions, customers, products) based on a clear understanding of customer priorities and future profit zones
• Globalization of value creation to achieve an ideal supply chain and production structure based on proximity to customers, costs, and complexity
• Development and protection of sustainably profitable downstream business models
• Enhancement of sales force effectiveness by codification of international best practices, harmonized sales processes, improved supervision of the sales force, and development of supporting systems
• Value sourcing to ensure a global and systematic mitigation of supplier risks
• Establishment of industrial production processes based on benchmarks and experiences from other industries.

Keebuu Group supports manufacturers of wind turbines as they seek to strategically realign their business models for profitable growth. Our contribution includes specific industry knowledge about renewables, broad experiences in related strategic and operational topics, and a global network of experts.

SOLAR TECHNOLOGY

In the last few years, the photovoltaic industry has become one of the showcase sectors of the global economy; it has maintained this position in the face of several challenges. What needs to be clear to all market stakeholders, however, is that the sector is rapidly approaching maturity. This will inevitably lead to the end of the “gold-rush” atmosphere that currently pervades the sector, but it won’t necessarily spell the end to profitable growth for all players in the market.

Companies in the solar industry will be faced with the following challenges:

The photovoltaics sector is rapidly globalizing, both in terms of markets and competition. Successful players are already operating globally from the USA, Europe and China.

Currently, a wide range of different business models is matched by a commensurately wide range of profitability within and among them.

As measured by EBIT margins and by revenues, German suppliers have undergone sub-par development in the past few years.

There will be an extensive professionalization and polarization within the marketplace; only a few dominant business models will crystallize out of the current line-up of twenty models.

Mergers & acquisitions, driven primarily by strategic investors, will lead to market consolidation.

Under these conditions, senior management must develop a sustainable and competitive business model that can be successful within a considerably more global context. And this process needs to get on-track soon.

Keebuu Group helps to align companies in the solar industry for profitable growth. Our contribution includes specific industry knowledge on the solar industry, broad experiences in related strategic and operational topics, and a global network of experts.

PRODUCERS OF MATERIALS AND COMPONENTS FACE SEVERAL AMBITIOUS CHALLENGES:

• Strong dependency on the highly variable economic situation of the construction industry
• Strong competition and strong consolidation in the industry, partially driven by financial investors
• Continuously rising requirements on companies’ efficiency
In order to respond adequately to these challenges, producers of materials and components can address several key areas of action:
• Efficient cost management through fixed cost optimization, working capital management, and reduction of material costs
• Building a competitive product portfolio, taking emerging complexity costs into account. Besides pure product offerings, differentiating services and solutions offer particularly compelling opportunities of profitability improvement
• Optimized design of the value chain from the production and logistics network up to the management of sales channels.

Keebuu Group has conducted a large number of projects for producers of materials and components, and has supported them particularly in the fields of sales and efficiency improvement. Based on a clear market segmentation and an understanding of future customer requirements, Keebuu Group helps to identify optimization potential and to develop concrete adjustments to existing business models. Efficiency improvement projects comprise purchasing, production, and inventory management, as well as sales and service.

SURFACES TRANSPORTATION

Keebuu Group helps transportation service and infrastructure providers stay ahead of markets and competitors through creative growth strategies and aggressive cost reduction programs. We are also the leaders in developing and executing innovative financial solutions for transportation asset owners and investors. Our clients include many of the world’s largest surface transportation providers, both public and private, on six continents.