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Best in Fr an ce Prof. Michael Segalla. Christy Barlow  Jean-Louis Brunin Nathalie Gorin  Daniel Pham  Ahmad Tabbara. Agenda. Executive Overview & Competition In-depth analysis of Roland Berger The French Office Company’s values Why come to France? Constraints in France

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best in fr an ce prof michael segalla

Best in FranceProf. Michael Segalla

Christy Barlow Jean-Louis Brunin

Nathalie Gorin  Daniel Pham  Ahmad Tabbara

agenda
Agenda
  • Executive Overview & Competition
  • In-depth analysis of Roland Berger
    • The French Office
    • Company’s values
    • Why come to France?
    • Constraints in France
    • Building the Brand in France
    • Recruitment in France
    • Adaptations to the French market
  • Takeaways
executive overview 1
Executive Overview (1)
  • Roland Berger Strategy Consultants
    • Established in 1967
    • Headquarter in Munich / Germany
    • 34 offices worldwide
    • Employees 2003: 1,700
    • Revenue 2003: > US$ 625 Million
  • Key Competitors
    • A.T. Kearney, Bain & Company, Boston Consulting Group, McKinsey & Company

Sources: VAULT Guide 2005www.rolandberger.com

executive overview 2
Executive Overview (2)
  • Competence Centers
  • Industry:
    • Automotive
    • Chemicals & Oil
    • Consumer Goods & Retail
    • Engineered Products & High Tech
    • Financial Services
    • InfoCom
    • Pharma & Medical Devices
    • Public Services & Heatlh Care
    • Transportation
    • Utilities
  • Functional:
    • Corporate Strategy & Organization
    • Information Management
    • Marketing & Sales
    • Operations Strategy
    • Restructering & Corporate Finance

Sources: VAULT Guide 2005

executive overview 3
Executive Overview (3)
  • What consultants at other firms are saying
    • “Becoming stronger and stronger, not only in Germany”
    • “Pretentious, provincial”
    • “Deep pockets”
    • “Automotive guys”

Sources: VAULT Guide 2005

competition 1
Competition (1)
  • Established in 1926
  • Headquarter in Chicago, IL / USA
  • 60 offices worldwide
  • Office in Paris (Europe) opened in 1967 (1964)
  • Employees Paris 2003: 190 consultants
  • Employees WW 2003: 4,000
  • Revenue 2003: US$ 857 Million

Sources: VAULT Guide 2005www.atkearney.fr

competition 2
Competition (2)
  • Established in 1973
  • Headquarter in Boston, MA / USA
  • 30 offices worldwide
  • Office in Paris opened in 1985
  • Employees Paris 2003: 80 consultants
  • Employees WW 2004: 2,800
  • Revenues Paris/WW 2003: 27 M€ / 761 M$
  • Voted “No. 1: Best workplace in France”

Sources: VAULT Guide 2005www.bain.fr , www.editionsdumanagement.com

competition 3
Competition (3)
  • Established in 1963
  • Headquarter in Boston, MA / USA
  • 60 offices worldwide
  • Office in Paris opened in 1973
  • Employees Paris: 200 consultants + 100 other
  • Employees WW 2003: 2,600 consultants
  • Revenue WW 2003: US$ 1,12 Billion

Sources: VAULT Guide 2005www.essec.fr

competition 4
Competition (4)
  • Established in 1926
  • Headquarter in New York, NY / USA
  • 83 offices worldwide
  • Office in Paris opened in 1964
  • Employees France: 220 consultants
  • Employees WW 2003: 11,000 consultants
  • Revenues Paris/WW 2003: 120 M€* / 3,4 B$

*) Estimated

Sources: VAULT Guide 2005www.mckinsey.com , www.editionsdumanagement.com

entry into french market
Entry into French Market
  • Opened French office in 1992
    • Founding Managing Partner: Paul Goldschmidt
      • Former Bain consultant
      • Personal connections to business community
      • Entrepreneurial
    • 5-6 people from the German Office
presence in france today
Presence in France Today
  • Managing Partner: Vincent Mercier
    • Former GM at Carrefour
  • 140 consultants
  • 8 to 12% of worldwide business in France *
    • RB largest market is Germany with 40% of sales
  • Market position: 3rd strategic consultancy in France after BCG and McKinsey & Company
  • Strong growth in 2004
    • Market growth of approx 6%
    • 40% growth at Roland Berger France

* Note: these estimates do not take into account international optimization

roland berger clients
Roland Berger Clients
  • French and multinational firms in most sectors
  • Significant presence
    • Private Equity
    • Aerospace
    • Industry
  • In-country presence in critical
    • French clients expect French consultants
additional characteristics
Additional Characteristics
  • Other less formalized values consistent across the company
    • Two characteristics
      • Pragmatism
      • Commercial focus
    • Initially, much of the company’s culture derived from the personality of Roland Berger
why come to france
Why come to France?
  • France was considered a natural expansion for Roland Berger
    • Physical proximity to Germany
  • France became 4th country of operation
    • After Germany, Italy, Portugal
  • Now operating in over 20 countries worldwide
constraints in france
Constraints in France
  • Principle constraints Roland Berger experienced coming to France
    • Building a reputation
    • Initial recruitment
building the brand german roots
Building the BrandGerman Roots
  • RB brand in Germany built in part on the strength of Roland Berger’s charismatic personality
    • Non-transferable to the French Market
  • Initially the firm worked for German clients, German office did most of the project sales
building the brand importance of networks
Building the BrandImportance of Networks
  • Importance of education and alumni network critical in France
    • Influence of ‘Grande Ecole’
  • In other markets consulting firm alumni networks are more important than they are in France
    • Advantage for RB, since RB network is not as strong as competition yet
building the brand
Building the Brand
  • Build on successes
    • Slowly sell to more clients
    • Larger Projects
  • Use senior advisors
    • Ex: former CEO of Credit Lyonnais
  • Recruit senior people from other consulting firms
building the brand successes
Building the BrandSuccesses
  • Currently the vast majority of projects are sold by the French office to French firms and participation / lead in transnational accounts (joint teams with other offices)
  • Being asked to write articles, although had difficulty being published 4 years ago
initial recruitment
Initial Recruitment
  • Initially difficult to compete with other firms because relatively unknown name
  • 96-98 recruited different profiles than other consulting firms
    • Many nationalities
    • Not always able to focus on ‘Grandes Ecoles’ alumni
    • Positioning tended to focus around German roots, where reputation was very good
  • This has changed as company has grown
adaptation to france
Adaptation to France
  • What kinds of adaptations have/are you making to your people management systems?
    • Recruitment/Selection
    • Compensation
    • 35-Hour Work Week
    • Terminations
    • Language
    • Cultural Interactions
    • Interoffice Work Schedule
    • Corporate Communication Policies
    • Office Location
recruitment today
Recruitment Today
  • Turnover approximately 8%
    • Low compared to other consulting firms
    • Trends depending on economy
  • Currently experiencing high growth
    • Target: 40 consultants in 2005
compensation
Compensation
  • French office pays less than German office
  • RB France does not compete for candidates with other firms using pay as a primary means
    • Attempts to use corporate culture as a draw
    • Can be a constraint in recruitment
35 hour work week
35-Hour Work Week
  • Has not caused major issues
  • Consultants work long hours
  • Work Council
    • Agreement to give employees 10 additional days of vacation in compensation for extra hours of work (total vacation increased from 25 to 35 days)
  • More holiday in France than in Germany
terminations
Terminations
  • Need to adjust costs in 2001 / 2002
  • French office terminations: 15 of 200
  • Layoffs were more difficult in France than in Germany
  • Approx ½ of cases involved legal action
  • Have adjusted policy of terminations
    • More friendly now, ex: 6-month notice
language german vs french
Language German vs. French
  • 8 years ago was RB corporate policy to only hire people who spoke German
    • Requirement has been relaxed
    • Paul Goldschmidt did not speak German
  • RB France hires exclusively French speaking consultants
    • Critical for competitive advantage: proximity & involvement with clients
cultural interactions
Cultural Interactions
  • Client interaction
    • Important differences between the German model and the French model
      • German: direct, forceful
  • Management interaction
    • Differences in decision making between French and German
  • Inter-office interactions
    • Quarterly partner meetings
    • Yearly employee meetings in Germany
inter office work schedule
Inter-Office Work Schedule
  • Use competency centers as internal expert advisors for projects
  • 60% of French office projects are domestic
  • International projects
  • Global staffing optimized
communications
Communications
  • RB has not traditionally spend as much money on corporate PR as other consultancy firms in France
    • Does have impact on recruitment and large projects involving many people
  • This is changing
    • Targeted PR is being introduced, both across European based and France specific
    • Examples: Best in European Business, articles in ‘Les Echos’
  • However, in France companies do not want highly visible consultants compared to other countries
    • Sponsorship, such as high profile sailing races, in which RB participates in Germany, would not be effective in France
location
Location
  • Opened in small office in expensive district (Rue Washington)
  • Roland Berger asked: why not have a large office near the airport?
    • Not possible in France
  • Location and address are key
    • All management consultancies have offices in good locations (8th, 17th, 1st or 16th)
consultant travel
Consultant Travel
  • German consultants spend a significant portion on the road
  • 70 – 80 % of French business is done in Paris
  • Higher percentage of women in the French office compared to other RB offices, but not necessarily compared to other French consulting firms
essential advice
Essential Advice
  • Need to be unique (especially for smaller consultancy firms)
    • Have a strong position in one focus area
  • Perception counts
    • Size and power
  • French people in organization
    • Senior Positions
    • Senior Advisors
we thank
We Thank
  • Sébastien Chanel
s bastien chanel
Sébastien Chanel
  • ESCP-EAP
  • Internship with Roland Berger in Germany in 1996
  • Roland Berger France full-time in 1996
    • 12 consultants in the office at the time
    • Exciting challenge
  • Two leaves from RB
    • Civil Service: Controller at Schnider Electric (sp?) in Austria
    • High tech start up in 1999
  • Currently employee with most seniority in Paris office
  • Senior Manager in charge of recruiting
bibliography42
Bibliography
  • References
    • Marcy Lerner, “Vault Guide to the Top 50 Management and Strategy Consulting Firms 2005”
    • www.rolandberger.com
    • www.bain.fr
    • www.mckinsey.com
    • www.atkearney.fr
    • www.editionsdumanagement.com
    • www.essec.fr
progression
Progression
  • Progression is slower today than in the past
  • Example: Junior consultant
    • 1996: 14- 16 months
    • 1999: 9 months
    • 2005: 2 years
culture shift
Culture Shift
  • Initially entrepreneurial
  • Need to become more structural
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