贝恩模板（英文版）

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consentDRAFT5CsPortfolio

analysisCountry/category

positionsUSJPNDFUKIETURProduct

1332412Product

27

1.222121Product

3121Product

43Product

5Product

64792Source:

…Top

2

products

sales

in

key

markets:

~

€147MOther

top

5

products

sales: ~

€140MIndependence

in

top

2Independence

in

top

5Independence

in

top

10INDEPENDENCE

POSITION

BY

COUNTRY

AND

CATEGORYThisinformation

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consentSHA5CsPortfolio

analysisFocus/size

per

businesslevelHighLowSmallHighspecialistsNicheplayersCH-like

withregionalinfluenceClinic

profitability

improvementLarge

multi-disciplinary

withlocal

to

regionalinfluenceeCelciinailclipsraoaftiitoanbnility

improvement

LocalLocalmultidisciplinaryLarge

specialistswith

regionalinfluenceClinic

profitability

improvementSize Source:

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consentSHA5CsPortfolio

analysisDetailed

analysis

per

business Source:

…

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consentSHA5CsPortfolio

analysisPerformance

per

business/portfolio

segmentNote:

Calculation

assumes

no

change

in

volumes

and

tariffs

between

2004

and

20129ME

EBITDA3.54.812.3MESmall

Specialists30%Local

Leaders12%Multi

specialists42%CH-like16%72%Source:

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analysisComparative

performance

by

portfolio

segm.Bettermanagementof

operations Source:

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consentSHA5CsPortfolio

analysisEBITDA

contribution

by

segment Source:

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consentSHA5CsPortfolio

analysisEBITDA

contribution

by

segment Source:

…

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consentSHA5CsRelative

Compliance

CSFMarket

SizeRelative

ProfitabilityRel.

Market

ShareMarket

GrowthMarket

ProfitabilityHighLow

-2-2Low2High210-1-10Current

abilityto

win1Portfolio

analysisPortfolio

assessment

matrixAT

market

growth

2002-2006

(CAGR

in

%)Current

marketattractivenessBU

1 Source:

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consentSHA5CsPortfolio

analysisMarket

attractiveness

vs.

ability

to

win1

Based

on

available

ICS

market

2005Source:

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consentSHA5CsPortfolio

analysisMarket

attractiveness/ability

to

win

(Backup)CriterionAssess-mentCommentCriterionAssess-mentCommentFleetgrowth~3.8%

growth

p.a. expected

from

05

to

11LFC

shareCurrently

medium

and fast

growing

share

of LFC

playersOutsourc-ing

plans27%

of

interviewees

expect

an

increase

in

3rd party

CS

usageRelativescaleRelativecost

pos.CustomeraccessClear

market

leader

on 3rd

partyaircrafts

vs. AirlineCompetitive

cost

position –

O&R

operations

in regionLarge

customer

baseStrong

regional

presenceChange

offleetCurrently

~1,100

firm ordersOutsourc-ing

sharetoday~50%

of

ICS

spend available

to

3rd

partiesExisting

fleet

of

~3,500 aircrafts

in

useFleet

sizeLowHighMARKET

ATTRACTIVENESSABILITY

TO

WIN Source:

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analysisComparison

of

offering

vs.

competition Source:

…

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consentSHA5CsCompetition

reviewAnalyses

overviewCustomer

feedbackon

competitorsOtherFinancialperformanceCompetitor

financials (current,

historic, forecast)Sales

and

sales

growthEBITDA

and

margindevelopmentROS/RMSDetailed

financial benchmarkingSegmentationand

segment

sharesQualitative segmentationMajor

players

persegmentValue

chain

coverageMarket

sharesCurrent

sharesHistoricsharedevelopmentHistoricRMSdevelopmentCustomer

expectationon

future

developmentIndustry

consolidation trendsStatusMajor

eventsKeyShare

of

walletStatusCustomer

expectationsCompetitorpositioningCompetitor

profilesBase

of

competitionStrategic

positioningProduct

offeringInnovation

strategyManufacturing footprintIndustry

cost

curvesExperience

curvesRCPSales

&

distribution networkBranding

strategyKSFQuotesNPSThreat

of

new

entrants-

Barriers

to

entryAssessment

of

LCC competitionLCC

competitorsLCC

moves/costmigration

of

existingcompetitorsCOMPETITION

REVIEW Source:

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consentSHA5CsCompetition

reviewKey

questions,

risks

to

assess

and

activitiesHow

does

target

performancecompare

with

competitors?What

are

the

drivers

ofdifferential

performance?Risks

to

assessIllustrative

activitiesInsufficient/declining

advantage

of

products

and services(e.g.

maturing,

underinvested)Insufficient

sustainability

of

advantage

(absence of

self-re-enforcing

scale,

intellectual

property)Declining

market

shareIdentify

key

competitors

and

attack

paths

– evaluate

with

customers,

sales

staff,

industry experts,

etc.Identify

sources

of

advantage

of

target’s

products –

evaluate

importance

and

performance

with customers,

sales

staff,

etc.Compare

target

performance

with

key competitorsWhat

does

the

competitivelandscape

look

like,

and

how

is

itchanging

over

time?How

does

market

share

break down

by

competitor?Who

is

gaining/losingshare?What

are

the

drivers

of share/gain

loss?CapabilitiesStrategiesPricingWhat

is

the

target’s

growth trajectory

relative

to

peers?How

does

profitability

compare with

peers?What

is

the

target’s

relative costposition?What

are

the

target’s

strengths

&

weaknesses

relative

topeers?What

opportunities

and

threats exist

in

this

competitive environment? Source:

…

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consentSHA5CsCompetitor

segmentationQualitative(France)(Italy)•OneSource•Hoppenstedt/•WorldscopeReal

time•Jordan’s

(UK)•D&B••••(InfoUSA)Factiva

(DowJones)Capital

IQ(S&P)Hoovers

(D&B)ISI

EmergingMarkets•••Bisnode(Germany)ICC/

Bisnode(UK)Coface(France)Cerved

(Italy)••••(Thomson)Compustat(S&P)MergentReutersFactset*Datastream(Thomson)BloombergS&PReutersCreditMoody’sS&P•••••CreditReform(Germany)Coface

ServiceHonyvemLexis-Nexis(NL)Informa(Spain)••••ExperianFitchEIUWVBD&B•TeikokuExperian(Japan)EquifaxFitchGraydon3.

Non-private

informationservices

playersPublic

onlyprovidersOther

info

pro-viders

(credit,

etc.)2.

Public

&private

national1.

P&Pinternational4.

Hillary

information

providersNational

onlyInternationalEXISTING

COMPETITORSPOTENTIAL

ENTRANTS Source:

…

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consentSHA5CsCompetitor

segmentationQuantitative

–

market

shares

by

segment Source:

…

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consentSHA5CsMarket

share

developmentBy

segmentRATIONALE•

Declining

market

shares

of national

playersIncreasing

competition

from

pools

ofregional

operatorsFew

acquisitions•

Rising

market

share

of

pool

of operatorsIncreasing

number

of

membersAbility

to

compete

on

large

run-for-tender•

Market

share

gain

of

independentsAbility

to

adapt

to

market

variations Source:

…

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consentSHA5CsIndustry

consolidationStatusLowDegree

of

consolidationSegment"Room

for

all"Highest

MS<30%"Winner

takes

the

lion

share"30%<Highest

MS<60%"Winner

takes

all"Highest

MS

>

60%HighJobsCarsGeneralHousingUSUSUKGERUKGERGERUSUKUSConsolidation

highly

depends

on

the

competitivecircumstance

for

every

segment

in

each

country Source:

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consentSHA5CsIndustry

consolidationMarket

share

trends Source:

…

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Company

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consentSHA5CsIndustry

consolidationMarket

shareconsolidation

among

key

playersParentfleet3rdpartyLegend: Source:

…

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consentSHA5CsSales

growth

over

time2003-06Significant

M&A

activity2000-03Focus

on

organic

growth2006-present… Source:

…

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Company

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party

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Bain"spriorwritten

consentSHA5CsPerformance:Current

sales

vs.

EBITDA%

Profitability(EBITDA

Margin)

does

not

seem

to

be

correlated

with

sizeGGP

has

a

’06

profitability

slightly

higher

(+1,1%)

than

industry

average Source:

…

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Company

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party

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consentSHA5CsPerformance:

Sales

growth

rates

vs.other

operating

data

(e.g.

store

growth)Concept

still

successfulStores

openingSales

density

stabilizedCommercial

erosion(decrease

in

sales

density)DevelopmentCommercial

erosionTurn-aroundConcept

redesign

aftersaleserosionStorenetwork

reshufflingIncrease

in

salesdensity Source:

…

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consentSHA5CsPerformance:Share

price

performanceNote:

Prices

are

monthly

closingpricesComp

A

CAGR

topeak27%April

24:

US

organic

growth

fallsto

3%

in

Q1’08,

from

10%

inQ4’07.

Share

price

drops

18%Nov

22:

Newproductlaunch

NAFTASource:

Yahoo!

FinanceThisinformation

isconfidentialand

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Company

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fortheuseofourclient;itisnotto

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party

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consentSHA5CsCompetitor

profilesOverviewDescriptionProduct

profileproducer

with

strongEuropean

focusProduct

profileproducer

with

thestrategy

to

be

Top

3provider

in

eachmarketDiversified

chemicalgroup

involved

inProduct

profiles

with

anupstream

integrationstrategyLarge

producer

ofmulti-materialsolutionsSales

(2006)~€300M€179M

(2005)€2,238M~€1,652MProduct

profilesales

(2006)~€249M-

~>83%

of

total~€149M

(2005)-

~83%

of

total~€194M-

~9%

of

total~€149M-

~9%

of

totalEBITDA

margin(2006)N/AN/A12%N/ACorporatestructurePrivate,

family-ownedGermany-basedPrivateGermany-basedPublicBelgium-basedPrivate,

family-ownedGermany-basedGeographicfocusStrong

European

focuswith

growing

share

ofEastern

Europe-

~50%

of

salesStrong

European

focuswith

growing

share

ofEastern

EuropeStrong

focus

onselected

countries-

UK,

US,

FR,

CN

&BeneluxGlobal-

70+

countriesProductionlocal?Local

production- 10

siteswithgrowingEastern

Europe

focusRegional

productioncenters

in

5

countries-

Export

drivenCentralized

productiononly

in

5

countries-

Export

drivenStrong

local

productionBrand

strategyMono-brandMono-brandMulti-brandMono-brandSales

focusDirect

salesDirect

salesDirect

salesDirect

salesCOMPANY

1

Source:

…

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itisnotto

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partywithout

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consentSHA5CsCOMPANY

2COMPANY

3COMPANY

4Competitor

profilesDetailedSales454.0495.6530.1%

growth

YoYN/A8%8%EBITDA52.055.763.9%

margin11.0%11.3%12.0%EBIT36.334.855.3%

margin7.1%6.3%7.3%Capex44.544.631.9%

of

sales6.8%6.3%4.2%(in

€M)20052006BUSINESS

OVERVIEWLarge

diversified

and

public

industry

groupwith

product

X

~9%

of

total

group

salesXYZ

business

unit

=

34%

of

total

GroupABC

=

~26%

of

Plastics

Converting

business

unitUpstream

vertical

integration

to

control

quality and

limit

effects

of

product

F

price

fluctuationsCentralized

production

model:

plants

limited

to key

markets;

other

markets

covered

withexportsIn

selectedcountrieslarge

distributionnetwork

compared

to

competition

(e.g.

>100centers

in

UK)SALESKEY

FINANCIALS2004RECENT

DEVELOPMENTSFeb.

20XX:

Group

focus

20XX

is

Europ.

XYZ

businessDevelop

synergies

across

countries

(e.g.

purchasing,

sales,production

and

product

range)Centralized

mgt.

structure

to

strengthen

market

positionJan.

20XX:

Product

line

X

increases

UK

penetration

byacquiring

distribution

network

of

Competitor

XYZFeb.

20XX:

Capacity

expansion

France

&

BelgiumBelgium:

investment

in

product

line

X

capacity

of

€10.2M

tocover

growing

Eastern

Europe

demand

through

an

exportmodel

Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Companysolelyfortheuseofourclient;

itisnotto

berelied

on

byany

3rd

partywithout

Bain"spriorwritten

consentSHA5CsCompetitor

profilesDetailedSales/DistributionContinuous

streamlining

ofdistributionportfolioNo

local

production

in

EasternEuropean

marketsHigherdistribution

costPotential

problems

with

deliveryreliabilityLimited

local

product

portfolioAppears

to

have

decliningmargins

due

to

growingcompetition

in

Eastern

EuropeDevelop

synergiesacrosscountries

in

sales

&

productrangeImprove

penetration

in

EasternEuropeStrengthen

customer

servicethrough

network

and

productexpansionMarketpositioningSolid

positioning

in

keymarkets,

esp.

Western

Europe(France,

UK

&

Belgium)

withlargedistribution

network

andcontinuous

updating/

expansion

of

product

rangeProblems

in

the

US

businessexpected

due

to

a

recentslowdown

in

constructionindustryImprove

market

positioning

inEurope

by

creating

acentralized

managementstructureFinancial

andotherce:

…

Increase

prices

to

reflect

risesin

raw

material

costsProduction/supply

chainPotential

economies

of

scaleand

lower

capex

(~4-7%

ofsales)

due

to

centralizedproduction

with

export

modelfor

non-key

marketsDevelop

synergiesacrosscountries

in

purchasing

andproductionSTRENGTHSWEAKNESSESSTRATEGIC

PLANS

SourThisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsCompetitor

profilesDetailedSales454.0495.6530.1%

growth

YoYN/A8%8%EBITDA52.055.763.9%

margin11.0%11.3%12.0%EBIT36.334.855.3%

margin7.1%6.3%7.3%Capex44.544.631.9%

of

sales6.8%6.3%4.2%(in

€M)20052006BUSINESS

OVERVIEWLarge

diversified

and

public

industry

groupwith

product

X

~9%

of

total

group

salesXYZ

business

unit

=

34%

of

total

GroupABC

=

~26%

of

Plastics

Converting

business

unitUpstream

vertical

integration

to

control

quality and

limit

effects

of

product

F

price

fluctuationsCentralized

production

model:

plants

limited

to key

markets;

other

markets

covered

withexportsIn

selectedcountrieslarge

distributionnetwork

compared

to

competition

(e.g.

>100centers

in

UK)SALESKEY

FINANCIALS2004RECENT

DEVELOPMENTSFeb.

20XX:

Group

focus

20XX

is

Europ.

XYZ

businessDevelop

synergies

across

countries

(e.g.

purchasing,

sales,production

and

product

range)Centralized

mgt.

structure

to

strengthen

market

positionJan.

20XX:

Product

line

X

increases

UK

penetration

byacquiring

distribution

network

of

Competitor

XYZFeb.

20XX:

Capacity

expansion

France

&

BelgiumBelgium:

investment

in

product

line

X

capacity

of

€10.2M

tocover

growing

Eastern

Europe

demand

through

an

exportmodel

Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Companysolelyfortheuseofourclient;

itisnotto

berelied

on

byany

3rd

partywithout

Bain"spriorwritten

consentSHA5CsCompetitor

profilesDetailedSales/DistributionContinuous

streamlining

ofdistributionportfolioNo

local

production

in

EasternEuropean

marketsHigherdistribution

costPotential

problems

with

deliveryreliabilityLimited

local

product

portfolioAppears

to

have

decliningmargins

due

to

growingcompetition

in

Eastern

EuropeDevelop

synergiesacrosscountries

in

sales

&

productrangeImprove

penetration

in

EasternEuropeStrengthen

customer

servicethrough

network

and

productexpansionMarketpositioningSolid

positioning

in

keymarkets,

esp.

Western

Europe(France,

UK

&

Belgium)

withlargedistribution

network

andcontinuous

updating/

expansion

of

product

rangeProblems

in

the

US

businessexpected

due

to

a

recentslowdown

in

constructionindustryImprove

market

positioning

inEurope

by

creating

acentralized

managementstructureFinancial

andotherce:

…

Increase

prices

to

reflect

risesin

raw

material

costsProduction/supply

chainPotential

economies

of

scaleand

lower

capex

(~4-7%

ofsales)

due

to

centralizedproduction

with

export

modelfor

non-key

marketsDevelop

synergiesacrosscountries

in

purchasing

andproductionSTRENGTHSWEAKNESSESSTRATEGIC

PLANS

SourThisinformation

isconfidentialand

wasprepared

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Company

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party

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Bain"spriorwritten

consentSHA5CsCompetitive

positioningIradierLuxuryArsenalBalanceEsportaBalance

•

SolincaPremium/ReebokDiRActive

LifeLargeMetropolitanO2Clube

VIIFitness

FirstTagus

ParkMediumHoliday

GymBody

FactoryCurvasCurvasDistrictOthersViva

FitOthersSPAINPORTUGAL Source:

…

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wasprepared

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Bain"spriorwritten

consentSHA5CsCompetitor

production

footprint150

kmCompetitor

1Target

companyPotential

overcapacity

of

combined

footprint150

kmCompetitor

2Target

company150

kmCompetitor

3Target

companyTARGET/COMPETITOR

ATARGET/COMPETITOR

BTARGET/COMPETITOR

C Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsCompetitor

capacity

and

utilizationNumber

of

bedsNumber

of

visitorsRatio

(visitors/beds)11,6003,000

(3850

with

new

hotel)12.8M3.9M1.1K1.3K

/1K1,648~4M2.4

KMax.Revincrease:

21% Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsProduct

portfolioFunctionalitiesGeneral

searchCompany

namesearchZip

codesearchMapRelatedcategoriesShows

advertLinks

to

websiteReviewsHits1145184(10+

accurate)3(1

accurate)5

95Search

for

‘French

polisher’

inspecific

Chicago

postcode Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsCompetitor

capacity

and

utilizationNumber

of

bedsNumber

of

visitorsRatio

(visitors/beds)11,6003,000

(3850

with

new

hotel)12.8M3.9M1.1K1.3K

/1K1,648~4M2.4

KMax.Revincrease:

21% Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsProduct

portfolioFunctionalitiesGeneral

searchCompany

namesearchZip

codesearchMapRelatedcategoriesShows

advertLinks

to

websiteReviewsHits1145184(10+

accurate)3(1

accurate)5

95Search

for

‘French

polisher’

inspecific

Chicago

postcode Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsProduct

portfolioPerformance

spectrumClosely

stacked

engine

type

program

<500kWStrength

especially

in

power

range

150-500kWMultiple

overlapping

engine

series

<100kWFew

stretched

series,cutting

off

<1.000kW

(except

new

Txx-series,Gensets

only)Many

engine

types

acrossfull

power

range

4-

16.200kWLower

power

range

lessengine

types

–

covered

byPerkins[kW]Core

in

1.000-3.000kW

with

2000/4000

engine

seriesLower

power

range<500kW

less

developed

except

for

MB,

VM

Motori

engines10100100010000396S92

2000

S71PowerPack500457S53

S40/S50/S60106/199/870/880/890900SUN/7008000595956/1163EuroPowerPack4000 Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsProduct

portfolioPrice

range,

target

segments350600Comp.

AComp.

BComp.

CComp.

DComp.

EKeyCustomer

survey

data(actual

volume)100%UtilizationAverage

throughput

at260

working

days70%

80

90SmallMediumLarge

hospitalBlood

bank~2

instruments399-450k

500k437k

500-561k

624k350k~2

instrumentsMultiple

shifts Source:

…

Thisinformation

isconfidentialand

wasprepared

by

Bain

&

Company

solely

fortheuseofourclient;itisnotto

bereliedon

by

any

3rd

party

without

Bain"spriorwritten

consentSHA5CsCustomer

analysisTarget

customers

vs.

competitionFocus

companyCompany

A>35

years35

to

22years22

to

16years16

to

12yearsCompa