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-1-BCN-8030-02604-013-18RolandBerger&Partners–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–Lisbon–LondonMadrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–Warsaw–ZurichGrowthstrategyvsprofitablestrategy?–DiscussionPaper–Barcelona,September2000INTERNALUSEONLY-2-BCN-8030-02604-013-18ThisdocumenthasbeenpreparedtobeastartingpointtoprepareourapproachtoSEAT•Alldatausedtopreparethispresentationarepublic•Thesedataaresupportedby"offtherecord"interviewstoSEATmanagers•NoSEATemployeeshasseenthismaterial-3-BCN-8030-02604-013-18Somedatashowsthatnowprofitabilityhasmoreprioritythangrowth•Pooroperatingresultsin1999•Thenewmodelyeardoesn'tachieveeconomictargets•Sometaskforceshasbeendesignedtoreducecost•ROSofSEATisaawayfromKonzernstrategictarget•SEATrecentlyannouncedthattheywillretirefromWorldwideRallyChampionshipSEATcouldenterinloosesin2000or2001SEATcouldenterinloosesin2000or2001-4-BCN-8030-02604-013-18TherearenooptimisticdataregardingSEATresultsin1999Still2ndinSpain,butbiggergapwith1stOperationalMargin0ROS=0,5%7.000-17.000-10.000ProfitsreductionGenerationmarginreductionFinancialprofitsgrowth891011121314151996199719981999RenaultSeatCitroënFordOpelPeugeotSpanishMarketShareSpanishMarketShare-5-BCN-8030-02604-013-18SEATisnowinagoornogosituation:fullfledgedcompanyorjustabrandTwomajorscenariosFull-fledgedcompanyFull-fledgedcompany•Driver:increasebrandvalue•Needtoinvest•Needtoincreasemargins•Long-termresults•Short-termlosesJustonemorebrandistheKonzernJustonemorebrandistheKonzern•Driver:restructuring•Eliminationofallcompany-relatedstructure:R+D(exceptdesign,purchasing,administration,…)•Socialimpact•Shorttermresult-6-BCN-8030-02604-013-18Nomattertheselectedstrategicscenario,thereissomeroomforrationalisationAreaswithimprovementpotential•SEATispresentintoomanymarkets,loosingmoneyinsomeofthenon-strategicones:–Countryfocalisation•SEATproductsaretoodiversifiedandwithtoomanyoptions–Productsimplification•Actualcostisquitedifferentfromtargeted–Improveproductcostcontrolduringallproductlife-7-BCN-8030-02604-013-18ContentThisdocumentwascreatedfortheexclusiveuseofourclients.Itisnotcompleteunlesssupportedbytheunderlyingdetailedanalysesandoralpresentation.ItmustnotbepassedontothirdpartiesexceptwiththeexplicitpriorconsentofRolandBerger&Partners.A.SomeEconomicFactsB.SomeSalesFactsC.ActionstoimplementtheJoyoflifestrategy-8-BCN-8030-02604-013-18A.SomeEconomicFacts-9-BCN-8030-02604-013-18ProfitshasdroppedafterseveralyearsofsatisfactoryperformanceSource:AnnualReportsEvolutionofprofit1991199219931994199519961997199819992,486(29,473)(151,315)(12,756)(11,286)5,33911,05124,46214,210-10-BCN-8030-02604-013-18Furthermore,operatingprofithasdrasticallydroppeddownfrom2.2%to0.06%ofsalesvolume63918,30419981999827,534968,862ROS:2.2%ROS:0.06%-11-BCN-8030-02604-013-18In1999SEATgrowthpolicyhadbeennotsustainablebecausemarketpriceshavedroppedandthecompanyfailedtoselectprofitableproductenhancementsSEATproductpricingcurveCCost>PriceCost>PricePriceCostP0P2P1P9899A(98)B(99)-12-BCN-8030-02604-013-18Salesvolume,doubledin5years,hasoverwhelmthecapacitiesbuiltduringtheearlyandmid90'swhiletheorganizationhaskeptitsfocusonsalesgrowth...