Slawomir Blotny from Raben Group; ‘Discover 3PL Future Strategy & Take Advantage of Industry Mega-Trends’
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Slawomir Blotny from Raben Group; ‘Discover 3PL Future Strategy & Take Advantage of Industry Mega-Trends’

  • 1,142 views
Uploaded on

 

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,142
On Slideshare
1,141
From Embeds
1
Number of Embeds
1

Actions

Shares
Downloads
16
Comments
0
Likes
0

Embeds 1

https://www.linkedin.com 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Brussels, 24-25 November 20103PL Strategies for Moving to New Markets Slawomir BlotnyVice-President of the Board / Key Account Executive Raben Group
  • 2. 2
  • 3. The dilemma98 600 m2 EBITAROI 98,2% 7 424 893€ 3
  • 4. Agenda• Introduction of Raben Group• How we entered the countries we now operate in• The advantages and challenges of starting operations in new markets vs. acquisitions• Lessons learned 4
  • 5. Raben Group – Employment6000 5200 *5000 4700 45004000 4000 35003000 3000 23002000 2000 1600 11501000 700 209 0 1 50 1931 1991 1994 1997 2000 2002 2003 2004 2005 2006 2007 2008 2009 2010 Data at the end of each year * status as at 31.10.2010 5
  • 6. 6
  • 7. Raben Group’s operations in Europe Raben Group depots countries in which branches of Raben Group are located countries covered by Raben Group services 7
  • 8. Raben Group• Family-owned & family-managed• Group of companies with serious intention of growth • Focus on Customer Service• Corporate rules of management• Employment - ca. 5200• Total warehouse capacity - ca. 485.000 m2• Transport means at disposal - ca. 4000 8
  • 9. How we entered the countries we now operate in
  • 10. • Our vision is To Become a Leader Everywhere We Are• Growth scenarios are: • organic growth or • acquisitions 10
  • 11. • Organic growth: • Field sales • Key Account sales • High sales retention through the best customer service 11
  • 12. Analyze... &Rabenize. 12
  • 13. • Acquisitions: • Product fit • Company culture • Position in the market • Management capabilities • Profitability 13
  • 14. The advantages and challenges of startingoperations in new markets vs. acquisitions
  • 15. Culture Yes NoOrganic Acquisitiongrowth Stable Unstablecompany company 15
  • 16. Culture Yes No• Culture • Local • Business 16
  • 17. Organic growth Culture Yes No Organic growth Advantages Challenges Customers, business partner need a long timeimplementation of own processes to give trust to the new organisationperfect match with the company vision, long way to achieve satisfying marketmission, strategy, products share/critical mass to be cost effectivecreate own organization culture, people act in difficulties to hire excellent staffthe same directioninvestment can be spread over longer period overpay salaries 17
  • 18. Stable company Culture Yes No• Acquisitions of a stable company Organic Acquisition growth • Financial performance Stable Unstable company company • Management capabilities • Customers • Market shares • Operations 18
  • 19. Stable company Culture Yes No Organic Acquisition growth Stable Unstable company company Advantages Challengesintegration plan - 100 and 360 days CEO? If owner, what is his/her future like?providing managers with new opportunities for own funds needed in today’s financial marketcareer growth situationyou can share the best practicesbuy „healthy” market share, Customers,Employees, know howsynergy effects 19
  • 20. Unstable company Culture Yes No• Acquisition of an unstable company Organic Acquisition growth • Financial performance - low or Unstable company • Management capabilities - poor or • Customers - not satisfied or • Market shares - low or • Operations - low/poor level 20
  • 21. Unstable company Culture Yes No Organic Acquisition growth Unstable company Advantages Challenges difficulties to explain this path to shareholderssynergy effect possible and stakeholdersproviding managers with new opportunities for integration plan with support of full team (HQ,career growth other BUs’ of the Raben Group and local) skeletons in the closet own funds needed in today’s financial market situation CEO? If owner, what is his/her future like? 21
  • 22. Rabenizing starts from... 22
  • 23. Values at the Raben GroupEntrepreneurshipCustomer OrientationWe Act With PassionProfessionalismReliability 23
  • 24. Lessons learned
  • 25. Lessons learned• The culture of the company, especially its management is crucial• It seems that our business units do much better if their HQs are located outside the countries capitals• Due diligence may show good financial and legal result but this does not mean that operations and customer relations are at expected level• International company versus local entrepreneur• We do not have to be present everywhere 25
  • 26. Rabenizing in progressTotal: 485,000m2 Poland 250,000m2 Germany Baltic States 70,000m2 3,000m2 Ukraine 50,000m2 The Netherlands Hungary 4,000m2 22,000m2 The Czech Rep. / Slovakia 85,000m2 26
  • 27. No matter which solutions you choose…Just remember… 27
  • 28. You have plenty of nails in each decision, the key is to choose the proper one 28
  • 29. Thank you for your attention!If you have any questions,please, do not hesitate to asknow or contact us later:Slawomir BlotnyVice-President of the Board / Key Account ExecutiveRaben Groupphone: + 48 61 89 88 219e-mail: Slawomir.Blotny@raben-group.com 29