Corporate Strategy

Sustainability - a profitable business model

Sustainability is no longer simply a fad or marketing tool. It is becoming part of the philosophy and operational alignment of modern companies. The crisis that nearly led to the downfall of our world accelerated this trend rather than slowing it down. The heated public debate about companies' role in society and their responsibility to their stakeholders has reached a new level.

Sustainability, long viewed only – and mistakenly – from an environmental perspective, is now visible in all aspects of business.

What does sustainability have to do with core business? How can environmental and social management be integrated into conventional business management? How can we think in a new way and inspire the whole organization when we do so? Practical questions that are often asked – and just as often answered. You will find a few examples in this magazine.
http://www.rolandberger.com/expertise/publications/2010-12-19-rbsc-pub-think_act_BUSINESS_on_Sustainability.html

Handbook Utility Management(Sep 2009)

Please see the below link

http://www.rolandberger.com/expertise/publications/2009-09-03-rbsc-pub-Handbook_utility_management.html

European Chamber Business Confidence Survey 2009(July 2009)

Please see the below link
http://www.rolandberger.com/media/pdf/Roland_Berger_Business_Confidence_E_Abstract_20090717.pdf

http://www.europeanchamber.com.cn/view/media/fullview?cid=4795#content

Global Supply Chain Management Excellence study (April 2009)

Stanford University and ETH Zurich shows: supply chain management significantly impacts company performance. Survey's main objective is to analyze the impact of strategic supply chain fit on firm performance (ROCE1). It first analyzes if companies design their supply chain according their product characteristics (supply chain fit) and then whether the companies with supply chain fit achieve higher firm performance (measured in return on capital employed – ROCE) than companies without fit. It also introduces the trends of the supply chain among the companies such as cost reduction and purchasing/sourcing optimization. For the future companies see the highest focus on improving demanded planning and forecasting.

http://www.rolandberger.com/company/press/releases/Global-Suppy-Chain-Management-Excellence-study.html

Crisis revisited - update of our scenarios and recommendations (April 2009)

In November 2008, we presented three scenarios for the economic crisis and offer our assessment of how developments would unfold. Since then, the uncertainty has, if grown and economic analysts are coming up with widely different forecasts. So we have decided to revisit our three scenarios from last year and bring them up to date.
WE ADDRESS THREE CENTRAL QUESTIONS:

1) deep will the downturn ultimately go?
2) How long will the crisis last?
3) How strongly will the upturn kick in?

Roland Berger has revisited the three scenarios from last year and bring them up to date. It is not at all clear how economic developments will unfold, so scenarios can provide some important guidance in a confusing situation.

http://www.rolandberger.com/news/2009-04-03-rbsc-news-TAC_crisis.html