Growth (Large Enterprises) Porsche With an annual growth of 15% on average over the past five years the car manufacturer's recent history is an unparalleled success story. Despite increased competition and pressures on price in the global automotive market, Porsche was able to widen its market share and focus on new, dynamic areas in the premium segment. Thanks to its successful growth strategy Porsche was able to hire 2000 additional employees, increasing its labor force from 9,700 in 2000 to 11,700 in 2004.
Growth (Medium Enterprises) Altana The pharmaceutical and chemical company was consistent in its approach to internationalization and is now reaping the success generated by this strategy. 82% of sales are now generated abroad – almost half of these in the strong growth markets in the US and in Asia. Cooperation with strong partners, including Wyeth in the US, was a focal point of the company's strategy. Since 2000, sales have increased by 11% - showing a much stronger performance than the overall global pharmaceutical market. Altana was also able to create 2500 jobs over the past five years.
Value Creation (Large Enterprises) Continental Out of a very weak starting position, Continental managed to develop itself into an exemplary company. Thanks to the unique combination of a breadth of know-how in brake and tire technology, economic stability programs, electronics and sensor technology, Continental has become an international high-tech supplier achieving a top position with respect to innovation and future-oriented products. Sustainable and value-oriented growth are the focal points of the company's strategy. This goes to the benefit of share-holders: aside from record dividends, they profited from a rapid rise in the share price of around 50% in 2004.
Value Creation (Medium Enterprises) K+S K+S has achieved an outstanding international position. The company belongs to the top few providers of standard and special fertilizers, plant care and salt products. It is equally successful with industrial users and private consumers with its tailor-made products and its strong brands, including COMPO. By streamlining its processes, efficient production and the full exploitation of synergies the management of K+S has been able to boost the value of the company effectively. Proof for this can be found in the Total Shareholder Return, which has grown by 22% on annual average over the past five years.
Innovation (Large Enterprise) BMW Group An integral part of the BMW Group's premium-brand strategy success lies in the above-average amount it invests in research and development. While the industry spends around 4.3% of its sales for new technologies, BMW spends 5.3% on innovation. In addition, suppliers are brought into the R&D process early on. The large number of innovations in the areas of driving safety, user friendliness and motor development are core components of BMW's brand image.
Innovation (Medium Enterprise) Trumpf The great commitment to innovation is clearly visible at Trumpf, the machine tool producer and laser specialist. The company invests 8% in R&D – twice as much as the industry average. In addition, Trumpf works closely with universities and supports the frequent exchange between international expert teams. Clients are also brought into the development of new products early on in the process. That this commitment pays off is clearly visible in the sales revenue generated by the products developed over the past four years.
New Europe Strategy (Large Enterprises) BASF By concluding the deal Russian Gazprom, BASF has managed to create the first partnership of equals in the energy sector between a Western and a Russian company. The joint production and marketing of Russian gas plays a major part in guaranteeing energy supplies for Germany and Europe. In the Eastern European chemicals industry, BASF is already the number one in the market and its continued growth seems right on target. BASF has announced it wants to double sales in Eastern Europe by 2010.
New Europe Strategy (Medium Enterprises) Axel Springer The publishing house realized the possibilities afforded by the Central and East European market early on and was able to create an impressive product portfolio in the region. FAKT, Poland's most successful daily newspaper is part of this success story, as is the creation of the largest publishing house in Hungary, Axel Springer Budapest. Aside from successful licensing deals, the company has managed to anchor internationally renowned products, such as Auto Bild, firmly in the Eastern European market.

Führungstreffen Wirtschaft 2013

Führungstreffen Wirtschaft 2013

Das Führungstreffen der Süddeutschen Zeitung zum Motto 2013:
"Strategien für mehr Wachstum"

REVIEW: BEB 2012

Follow up: 2012

In 2012, we honored German companies and managers that have achieved outstanding success. Click here to watch videos of the event and interviews with the award winners.

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