Professional Documents
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NEW!eMAG
INSIGHTS
TAILS
FOR DEE SEE
PLEAS 9
PAGE
REGIONAL INSIGHTS
Aftersales in the US,
Brazil and CEE
STRATEGY
TIRES AFTERMARKET
Chinese manufacturers
set to bounce back
COVER STORY
HOW WELL DO
YOU KNOW YOUR
CUSTOMERS?
Smart customization in aftersales
INTERVIEW
Issue 02.2013
Dear Reader,
The automotive year 2013 is proceeding apace, and highlights like the
International Motor Show in Frankfurt (IAA) are just around the corner.
To make the time before the trade fair pass a bit more quickly for you
(or to provide you with some reading for your summer break), we have
published this new issue of our Automotive Insights magazine.
Editorial
Ralf Kalmbach
Partner and Member of the Executive Committee
Roland Berger Strategy Consultants
Published by:
Roland Berger Strategy Consultants GmbH,
Mies-van-der-Rohe-Strae 6, 80807 Munich
Editors-in-chief:
Ralf Kalmbach and Ralf Landmann
Editors:
Jan-Philipp Hasenberg, Christian Weber, Swen Beyer,
Sven Wittmaack, RB Language Service
Layout:
RB Media Design
Printed by:
Girodruck, Hamburg
By the way, don't forget to download the eMag version for tablets from
the Roland Berger Kiosk. There you'll find plenty of extra content,
viewable on both iOS and Android devices.
If you want to share your views on any of the topics we have covered
or if you have any questions, please call my colleagues or myself, or just
drop us a line. I look forward to your feedback. But until then,
I wish you insightful reading!
Kind regards,
Photo credits:
Ralf Kalmbach
Circulation:
3,900, published three times a year.
No reprints without prior permission
of the publisher.
Table of contents
10
18
24
41
InterVIew
Brazil
38
10
18
StrAteGY
41
CoVer StorY
Customizing aftersales
24
USa
aftersales at BMW
StrAteGY
46
alliances
50 FAMouS CArS
Porsche 993 S Coup "Vesuvio Metallic"
Brazil
Dream destination
Copacabana: Brazil is
an attractive aftersales
destination, but not
necessarily an easy one
Ample growth
opportunities in
a challenging
environment
6
Others1)
17%
Gas
stations
16%
Workshops/
autocenters
25%
Dealerships
22%
14%
18%
17%
13%
11%
18%
15%
50%
57%
64%
68%
71%
5%
2%
1%
1%
5-6
years
7-9
years
10-14
years
15 years
and more
42%
10%
Car age
20%
23%
Up to
2 years
3-4
years
43%
Low reliability
36%
Bad service
33%
17%
Insufficient advice
14%
14%
12%
12%
10%
9%
ANYTHING BUT A MATURE AFTERMARKET: BRAZILIANS SPEND LESS THAN HALF OF THE MONEY ON PARTS
AND SERVICES IN COMPARISION TO OTHER COUNTRIES
Fleet size in million
42.1
31.3
30.7
250.0
746
745
36.6
46.5
25.9
57.3
874
782
566
407
288
193
Germany
France
UK
US
Italy
China
Brazil
Eastern
Europe
Jammed roads are ordinary in Brazil: South America's biggest country has grown into the world's fourth largest automotive market
Aftermarket distribution chain in Brazil. Two characteristics are conspicuous: OEMs achieve only
20% market share, and the IAM strongly relies on distributors
Original equipment market
Independent aftermarket
Suppliers
Supply
15%
Wholesale
60%
OEMs
15%
Retail
Distributors
5%
30%
3%
16%
Retailers
OEM dealerships
6%
Repair
9%
24%
8%
Workshops
4%
Fleets
Auto centers
39%
17%
10%
22%
12%
Final consumers
xx%
10
Competition is growing:
Brazil attracts players along
the entire value chain
For new market entrants, this creates a scenario of
uncertainty, where capturing the growth in a profitable
manner is not an easy task. Ensuring the right partners
and products, implementing a cost efficient, lean
and highly effective and reliable logistical structure,
establishing the brand and building trust to the
customers are among the key challenges for any
market participant.
For the years to come, the Brazilian aftermarket will
grow significantly. This will attract many more players
along the entire value and distribution chain. However,
it is a complex automotive market that needs to be
understood in detail and requires substantial preparation
and consideration to succeed. Companies investing
in Brazil have become very successful and earn good
money or have lost their investments many times over.
5 reAsons
to browse the
Automotive Insights
eMag on your tablet:
Best prActices
Find out about the aftersales strategies
of big oeMs.
exAmples From other inDustries
read more about customer service at
online and telco giants.
the rB proFiler in DetAil
take a closer look at our analytics tool.
AuDio content
Listen to ralf kalmbach, head of
Automotive at roland Berger.
reADing tips
Check out our collection of eMags, studies
and papers for automotive insiders.
Authors
stephan keese
Partner
roland Berger Strategy Consultants, So Paulo
stephan.keese@rolandberger.com
martin Bodewig
Principal
roland Berger Strategy Consultants, So Paulo
martin.bodewig@rolandberger.com
rodrigo custodio
Project Manager
roland Berger Strategy Consultants, So Paulo
rodrigo.custodio@rolandberger.com
11
USA
The battle
for customer
ownership
12
13
230 bn
OEM new
car dealers
Others
28%
27%
2012
Sales by
channel [%]
Tire
dealers
7%
16%
11%
Automotive
parts &
accessories
stores
General
automotive
repair shops
11%
Automotive body,
paint and interior repair
and maintenance
180 bn
25%
Others
Tire
dealers
Automotive
parts &
accessories
stores
2002
7%
32%
Sales by
channel [%]
10%
11%
15%
Automotive body,
paint and interior repair
and maintenance
OEM new
car dealers
General
automotive
repair shops
Green traffic lights ahead: Several OEMs are opening the throttle to regain market share in the aftersales business
15
telematics systems
and connected
vehicle technology
a key lever for manufacturers and
their dealer networks to increase
customer retention can be seen
in the increasing integration of
telematics systems in new vehicles.
The North american telematics
market for OEM embedded systems
increased from roughly 800,000
units in 2000 to approximately
16
"convenience
is the most
criticAl
FActor"
Pietro Gorlier,
President & CEO
of the Chrysler
parts and service
brand Mopar,
talks about future
aftersales challenges
and characteristics
of the US market
17
210
29%
230
27%
+0.6%
215
27%
180
32%
+3.5%
71%
73%
73%
68%
2002
2007
2010
2012
18
The US aftermarket
in numbers
250
11
years
146,000
4.0
Number of
independent service
points (excluding
gasoline stations;
2010)
Number of employees
(2011)
31,400
Authors
Antonio Benecchi
Partner
Roland Berger Strategy Consultants, Chicago
antonio.benecchi@rolandberger.com
Source: AAIA; Automotive News; Experian Automotive; J.D. Power; Roland Berger
Marc Winterhoff
Partner
Roland Berger Strategy Consultants, Detroit
marc.winterhoff@rolandberger.com
Danny Mueller
Senior Consultant
Roland Berger Strategy Consultants, Chicago
danny.mueller@rolandberger.com
Alexander Baumgartner
Junior Consultant
Roland Berger Strategy Consultants, Chicago
alexander.baumgartner@rolandberger.com
19
CEE
Size
matters
Survey on the maturity of the aftermarket in CEE
countries and major trends shaping the industry
20
21
our "AFtermArket mAturitY inDex" VISuALIZeS the StAGeS oF deVeLoPMent oF dIFFerent MArketS
switzerlAnD
germAnY
Maturity index
romAniA
Laggard
itAlY
polAnD
hungArY
czech
repuBlic
slovAkiA
Fast follower
Follower
Advanced
Most advanced
overview ABout keY AFtermArket metrics In Cee And SeLeCted weStern euroPeAn CountrIeS
lic
uB
zec
customers
p
re
D
kiA
vA
lAn
o
po
sl
un
rY
gA
m
ro
iA
An
lY
itA
wi
lAn
r
tze
An
m
er
totAl
Positive/high
22
negative/low
AutoMotIVe Insights | 02.2013
Consolidation underway
23
Size matters!
Spare parts distribution is one of the most competitive
businesses, and only the largest players are able to
achieve positive profitability (see the infographics
below). One reason is that access to capital and knowhow becomes critical (especially on small markets)
as complexity increases driven by the growing
importance of electronics and a higher variety of models.
Thus, a growing number of stock-keeping units have
to be available, and greater demands are made on the
services and intelligence of a garage.
Secondly, the largest players are typically those
with the highest relative market share (Inter Cars is
almost three times larger than Fota in Poland, and
Rhiag is four times the size of Stahlgruber in the Czech
Republic). This gives them significant advantages on
a number of criteria: only the largest players are strong
enough to negotiate the best deals with suppliers,
achieve economies of scale in logistics, have sufficient
capacity and strength to develop an affiliation program
Size matters: The bigger a player, the higher its chance to achieve profitability, as shown
by the matrix of major CEE independent distributors
Sales [EUR m]
450
150
100
50
20
0
-25
-20
-15
-10
-5
10
15
20
Buzzy future: The CEE markets are on the move and likely to experience above-average growth in the next few years
Authors
Roland Zsilinszky
Principal
Roland Berger Strategy Consultants, Prague
roland.zsilinszky@rolandberger.com
Jan Sklenar
Senior Consultant
Roland Berger Strategy Consultants, Prague
jan.sklenar@rolandberger.com
Jaroslav Hrabovsky
Consultant
Roland Berger Strategy Consultants, Prague
jaroslav.hrabovsky@rolandberger.com
25
Cover story
Strategy
Customization
the key to success
in aftersales
26
27
The slight but steady growth in the number of cars on the road and of new registrations underlines
the importance of aftersales
New registrations in Germany
[vehicles m]
[vehicles m]
65 60 -
3.8
55 -
3.1
50 -
2.9
45 -
41.7
41.8
42.1
22%
23%
23%
20%
20%
20%
40 35 30 25 20 -
3.2
- 4.0
3.3
3.4
3.5
- 3.0
- 2.5
- 3.5
42.8
43.4
44.0
44.4
22%
24%
22%
22%
22%
22%
22%
20%
5 -
0-3
4-6
7-10
>10
Age
groups
(in years)
- 2.0
- 1.5
24%
24%
25%
26%
26%
25%
28%
33%
33%
32%
32%
31%
31%
30%
2009
2010
2011
2012
2013e
2014e
2015e
15 10 -
New registrations
0 -
- 1.0
- 0.5
- 0.0
52%
51%
51%
52%
52%
52%
54%
54%
55%
CAGR -2.2%
45 - 41.7
40.2 39.8 39.1
38.3 38.1 38.0 37.7
40 35 30 -
20.1 19.8
19.7 18.9 18.3 18.1 17.6 17.4
25 -
33.5
15.0
20 -
18.5
29
OEMs
4.0
Germany
Europe
Rental
companies
0.1
Independent
providers
30
0.2
2006
0.3
0.7
2012
2020
100 -
80 60 40 -
20 0<2 years
2-4 years
4-6 years
6-8 years
>8 years
Do-it-yourself
Independent repair shops/chains
Authorized repair shops
Source: DAT-Report 2013
Repair shop
chains take
over a major
Market share of the
aftersales
share
market
[%]
OEMs launch
initiatives
and win back
some market
share
- 4.4%
+2.8%
60 50 40 -
0.0%
.4%
+13
30 -
20 10 0 2007
2009
2011
2013
2015
Do-it-yourself
31
Who will win the next round? The jury is still out. But
the winner will definitely be the player that best meets
the needs of individual customer segments with a
differentiated range of products and services. In the
future, standing out from the competition won't just be
advisable, but crucial to survival.
Clearly dividing customers into various segments
offers similar advantages as micro-marketing. Players
can assemble service packages tailored to the values
and needs of each segment so that the customer
experiences the maximum of individual attention.
To do this, aftersales players first need a much better
understanding of who their customers are and what
they need. We at Roland Berger Strategy Consultants
tested this segmenting process on the German market
with the "RB Profiler" tool. Using 18 values, the RB
Profiler methodology is designed to measure, visualize
and analyze the values and needs of individuals and
groups. Thus, we shed light on customer and market
values plus further sociodemographic criteria and
usage behaviors. We also identified the target groups
that promise companies the greatest strategic and
commercial success.
Together with market researcher GfK, we surveyed
over 1,500 aftersales customers in Germany. Based on
their responses, we were able to segment them into
six meaningful brand- and values-specific groups. Key
differences emerged, not just in service preferences,
but also in demographics, values and service behavior
in general:
1. Low-involved Traditionalists
2. Service-focused Rationalists
3. High-demanding Enthusiasts
4. Status-oriented Youngsters
5. Price-focused Emotionalists
6. Cost-oriented Minimalists
Naturally, segmenting by brand or repair shop chain
would result in even more precise groupings. But
even this analysis reveals differences: for example,
three of the six segments show a strong preference
for authorized repair shops and an above-average
tendency to request original parts for maintenance
and repairs.
Value of comparatively
less importance
E Emotional values
Value of comparatively
more importance
R Rational values
Minimalist values
+ Maximalist values
Interpretation
Mr. Smith is a progressive and hedonistic person
He finds new, innovative technologies very exciting,
is status-oriented and referring to the criteria in our
consumer profile into "thrill & fun"
Money is definitely an issue He is relatively costconscious
Ethical and traditional values have no major meaning
for him He is comparatively less concerned about
quality or service, or about society, the environment
or his own health
Source: Roland Berger
Demographics
xx
32
Female
Male
34%
47
E
Low-involved Traditionalists
33%
4
E
High-demanding Enthusiasts
17%
Price-focused Emotionalists
8
35
E
Vehicle
56%
xx%
Avg. age [years]
11
13%
xx
youngest segment
(avg. 28 years)
cost-oriented
very low income
drive old and used
vehicles
75% drive used cars
Cost-oriented Minimalists
31
17%
44
33
75%
11
Status-oriented Youngsters
46
17%
28
54
51%
50
49
23%
38
Service-focused Rationalists
68%
16
lowest income
rejection of progressive
tendencies and
performance
drive old and used cars
vehicle is not a priority;
limited interest in
aftersales services
13%
xx
Size of segment
33
What makes
each segment
unique?
Service-focused
Rationalists
Deviation (%)1)
High-demanding
Enthusiasts
Deviation (%)1)
31
My car's appearance is
important to me
(cleanliness, scratches, etc.)
-4
-2
36
-6
-8
33
Status-oriented
Youngsters
Deviation (%)1)
-16
2
-3
Price-focused
Emotionalists
Deviation (%)1)
Cost-oriented
Minimalists
Deviation (%)1)
-18
-34
3.0
-19
-35
3.1
-7
-24
1) Deviation from the average agreement in %; a positive value indicates above-average agreement
2) Scale: 1 ("absolutely agree") to 6 ("absolutely do not agree")
34
Average2)
3.1
Service priorities
price
Low-involved
Traditionalists
Deviation (%)1)
I am willing to forgo quality
and service to pay a lower
price
-12
-15
Needs
CONVENIENCE
-4
Support
-3
-3
-8
High-demanding
Enthusiasts
Deviation (%)1)
Price-focused
Emotionalists
Deviation (%)1)
20
-11
15
33
10
-2
32
14
-5
26
Cost-oriented
Minimalists
Deviation (%)1)
24
15
6
-61
-49
-7
13
37
10
28
18
18
4
-4
-3
-12
3.8
1.9
1.9
12
-68
-39
3.5
2.8
-38
-58
Average2)
2.1
-1
-7
32
14
-12
Status-oriented
Youngsters
Deviation (%)1)
-10
20
Maintenance/repairs are
performed quickly
Service-focused
Rationalists
Deviation (%)1)
1.9
-15
2.4
-18
2.4
Service-focused
Rationalists
Deviation (%)1)
High-demanding
Enthusiasts
Deviation (%)1)
Status-oriented
Youngsters
Deviation (%)1)
Price-focused
Emotionalists
Deviation (%)1)
Cost-oriented
Minimalists
Deviation (%)1)
Average2)
-1
17
-4
-33
1.7
Personal support
-1
19
-9
-31
1.7
Customer's assessment
-2
16
-9
-26
1.8
35
Service-focused
Rationalists
Deviation (%)1)
High-demanding
Enthusiasts
Deviation (%)1)
Status-oriented
Youngsters
Deviation (%)1)
Price-focused
Emotionalists
Deviation (%)1)
Cost-oriented
Minimalists
Deviation (%)1)
Average2)
10
12
-8
-47
11
1.7
10
-5
-39
13
1.9
15
10
-2
-27
2.6
-13
Service-focused
Rationalists
Deviation (%)1)
17
-60
High-demanding
Enthusiasts
Deviation (%)1)
-6
29
Status-oriented
Youngsters
Deviation (%)1)
37
Cost-oriented
Minimalists
Deviation (%)1)
-62
-21
-27
-65
Price-focused
Emotionalists
Deviation (%)1)
62
42%
187
1) Deviation from the average agreement in %; a positive value indicates above-average agreement
2) Scale: 1 ("absolutely agree") to 6 ("absolutely do not agree")
3) Percentage of respondents ticked the option or answered "yes"; multiple answers possible
36
Share3)
11%
Service-focused
Rationalists
Deviation (%)1)
High-demanding
Enthusiasts
Deviation (%)1)
-6
19
Status-oriented
Youngsters
Deviation (%)1)
Price-focused
Emotionalists
Deviation (%)1)
Cost-oriented
Minimalists
Deviation (%)1)
-2
-4
-29
3.4
-2
-19
3.7
Average2)
-6
-5
14
12
-5
-1
20
11
-15
-26
2.9
-5
24
12
-13
-22
3.3
-81
37
There's no single tool that does it all: Aftersales customers are as diverse as the tools in the garage
38
Authors
Service differentiation
in other industries
Telecommunications
Access to the World Wide Web is a commodity
such as electricity. This makes differentiating
one's services all the more important. To
stand out from the competition, providers are
focusing on speed, reliability, hotline support,
on-site service or add-on services such as
anti-virus programs. This enables them to offer
customers different packages with different
prices. What's more, customers can switch
plans (at least in the case of upgrades) if their
needs should change.
Airlines
Airlines promise a similar USP. The customers
can usually decide whether to fly economy,
business or first class. They can select seats,
rebook at short notice or, for a surcharge,
take excess baggage along according to their
personal preferences. However, even within
a class it is possible to select different service
levels and accommodate individual wishes
and this doesn't only apply in the air, but also
on the ground (Economy Flex vs. Economy
Basic, for instance). Furthermore, frequent
flyer customers receive special services such as
upgrades, use of the lounge or a shuttle service.
Online retailers
Many online shops use their customers'
previous purchasing behavior to recommend
other potentially interesting offers (by e-mail
or on the screen during a product search).
This means customers receive customized,
individual offers (cross-selling).
Dorit Posdorf
Principal
Roland Berger Strategy Consultants, Manama
dorit.posdorf@rolandberger.com
Alexander Brenner
Project Manager
Roland Berger Strategy Consultants, Hamburg
alexander.brenner@rolandberger.com
Swen Beyer
Senior Consultant
Roland Berger Strategy Consultants, Berlin
swen.beyer@rolandberger.com
Torsten Hunstock
Consultant
Roland Berger Strategy Consultants, Munich
torsten.hunstock@rolandberger.com
39
InterVIew
AFtersAles is verY
importAnt For Bmw's
Business moDel
40
Strategy
Chinese
comeback
ahead
As demand for economy-priced aftermarket
tires goes up, Chinese competitors have the
potential to threaten established players
Automotive Insights | 02.2013
43
Disastrous test results have discredited Chinese tires: Can manufacturers overcome this image damage?
44
CAGR +19%
14.1
11.8
8.8
8.3
7.3
7,009
5,878
6.4
4,176
4,131
3,619
2,994
2006
2007
2008
2009
2010
2011
45
BIG IN SALES, SMALLER IN R&D: THE STRONGEST CHINESE PLAYERS ARE AMONG the WORLD'S
LEADERS IN SALES, BUT NOT IN RESEARCH SPENDINGS
Company
1. Bridgestone
2. Michelin
3. Goodyear
4. Continental
5. Pirelli
6. Sumitomo
7. Hankook
8. Yokohama
9. Giti
10. Maxxis
11. Cooper Tires
12. Hangzhou Zhongce
13. Kumho
14. Toyo
15. Apollo
16. Triangle
...
19. Linglong
...
Chinese manufacturers
Company
1. Bridgestone
2. Michelin
3. Goodyear
4. Continental3)
5. Pirelli3)
6. Sumitomo3)
7. Yokohama
8. Kumho
9. Hankook
10. Cooper Tires
11. Nokian Tyres
12. Nexen tire
13. Titan
14. Apollo
15. JK Tyres
16. MRF
PROMISING SECOND HALF OF THIS DECADE: CHINESE TIRE MANUFACTURERS WILL RETURN TO CONTINuOUS GROWTH SOON
CAGR +19%
17.7
16.9
Market share in %
China tires by
absolute figures
16.0
15.2
14.5
14.1
13.8
13.1
12.4
12.5
11.8
11.8
11.2
10.8 10.9 11.0
8.8
8.3
7.3
6.4
2006
2008
2010
Learning Period
Rebound Period
2012
2014
2016
2018
2020
2022
2024
2026
The first one is "aftermarket dominance": This shortterm strategy focuses on collaborative product
optimization, private label branding and optimized
utilization of wholesalers' and retailers' available
distribution channels.
The second one is a long-term strategy let's call
it "OE business penetration": It banks on the massive
strengthening of R&D activities and presence, on
comprehensive branding, marketing and sponsoring
activities as well as the set up of a regional and local
production and distribution footprint to achieve justin-time capability.
If the companies execute these two approaches
sustainably a return to the growth trajectory is
predictable.
Authors
Willy Lu Wang
Senior Consultant
Roland Berger Strategy Consultants, Stuttgart
willylu.wang@rolandberger.com
47
StrAteGY
Cooperation
AlliAnces:
when to
Form them
AnD when to
AvoiD them
direct investments
Cooperations and joint ventures
48
StrAteGY | CooPerAtIon
49
Key questions
Do you engage in the right types of
alliances that fit your firm's strategy?
For instance, this could refer to:
More efficient R&D through sharing technology
competence/risk
Sharing platforms in production
Purchasing cooperations
Outsourcing of production
Increased market access through sharing distribution
networks
Additional growth through acquiring access to new
customer segments
Authors
Jan-Philipp Hasenberg
Project Manager
Roland Berger Strategy Consultants, Hamburg
jan-philipp.hasenberg@rolandberger.com
Szabolcs Markovszky
Project Manager
Roland Berger Strategy Consultants, Berlin
szabolcs.markovszky@rolandberger.com
Luisa Wahlig
Junior Consultant
Roland Berger Strategy Consultants, Berlin
luisa.wahlig@rolandberger.com
50
51
FAMouS CArS
Editorial
Ralf Kalmbach
Partner and Member of the Executive Committee
Roland Berger Strategy Consultants
Published by:
Roland Berger Strategy Consultants GmbH,
Mies-van-der-Rohe-Strae 6, 80807 Munich
Printed by:
Girodruck, Hamburg
Kind regards,
AUTOMOTIVE
AutoMotIVe
Insights
Insights
| 02.2013
| 02.2013
NORTH AMERICA
Marc Winterhoff
Phone +1 (248) 729 5116
marc.winterhoff@rolandberger.com
Thomas Wendt
Phone +1 (248) 729 5116
thomas.wendt@rolandberger.com
CHINA
Jun Shen
Phone +86 (21) 5298 6677 890
jun.shen@rolandberger.com
Junyi Zhang
Phone +86 (21) 5298 6677 890
junyi.zhang@rolandberger.com
Norbert Dressler
Phone +49 (89) 9230 8511
norbert.dressler@rolandberger.com
Philipp Grosse Kleimann
Phone +49 (89) 9230 8511
philipp.grossekleimann@rolandberger.com
Dr. Thomas Schlick
Phone +49 (89) 9230 8737
thomas.schlick@rolandberger.com
Dr. Marcus Hoffmann
Phone +49 (89) 9230 8037
marcus.hoffmann@rolandberger.com
INDIA
Dr. Wilfried Aulbur
Phone +49 (89) 9230 8108
wilfried.aulbur@rolandberger.com
RUSSIA
Dr. Uwe Kumm
Phone +7 (495) 287 92 46
uwe.kumm@rolandberger.com
CZECH REPUBLIC
Constantin Kinsky
Phone +420 (2) 10219 552
constantin.kinsky@rolandberger.com
Roland Zsilinszky
Phone +420 (2) 10219 551
roland.zsilinsky@rolandberger.com
ITALY
Roberto Crapelli
Phone +39 (02) 29501 257
roberto.crapelli@rolandberger.com
Alberto de Monte
Phone +39 (02) 205011 0
alberto.demonte@rolandberger.com
SCANDINAVIA
Per I. Nilsson
Phone +46 (31) 75755 14
per-i.nilsson@rolandberger.com
Per M. Nilsson
Phone +46 (31) 75755 10
per-m.nilsson@rolandberger.com
FRANCE
Max Blanchet
Phone +33 (1) 53670 946
max.blanchet@rolandberger.com
Sebastien Amichi
Phone +33 (1) 53670 946
sebastien.amichi@rolandberger.com
JAPAN
Dr. Satoshi Nagashima
Phone +81 (3) 35876 385
satoshi.nagashima@rolandberger.com
Keisuke Yamabe
Phone +81 (3) 35876 695
keisuke.yamabe@rolandberger.com
Dr. Martin Tonko
Phone +81 (3) 35876 697
martin.tonko@rolandberger.com
SINGAPORE
Joost Geginat
Phone +65 6597 4566
joost.geginat@rolandberger.com
Thomas Klotz
Phone +65 6597 4566
thomas.klotz@rolandberger.com
CEE
Rupert Petry
Phone +43 (1) 53602 101
rupert.petry@rolandberger.com
GERMANY
Ralf Kalmbach
Phone +49 (89) 9230 8314
ralf.kalmbach@rolandberger.com
Marcus Berret
Phone +49 (89) 9230 8737
marcus.berret@rolandberger.com
Ralf Landmann
Phone +49 (69) 29924 6301
ralf.landmann@rolandberger.com
Dr. Wolfgang Bernhart
Phone +49 (69) 29924 6301
wolfgang.bernhart@rolandberger.com
Jrgen Reers
Phone +49 (89) 9230 8511
juergen.reers@rolandberger.com
POLAND
Krzysztof Badowski
Phone +48 (22) 32374 62
krzysztof.badowski@rolandberger.com
MALAYSIA
Anthonie Versluis
Phone +60 (3) 2203 8611
anthonie.versluis@rolandberger.com
SOUTH AMERICA
Thomas Kunze
Phone +55 (11) 3046 7124
thomas.kunze@rolandberger.com
Stephan Keese
Phone +55 (11) 3046 7124
stephan.keese@rolandberger.com
MIDDLE EAST
Michael Wette
Phone +973 (17) 56795 0
michael.wette@rolandberger.com
TURKEY
Doruk Acar
Phone +90 (212) 358 6401
doruk.acar@rolandberger.com
NETHERLANDS
Ren Seyger
Phone +31 (20) 7960 608
rene.seyger@rolandberger.com
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