Client-centric wealth management

think: act CONTENT, 2012

Values, desires and ideals are just as important as age and wealth in shaping the behavior of well-heeled bank clients. Conventional approaches to client segmentation are not enough …  >>

Delivery Model 2.0 - vision for the future business model

think: act CONTENT, 2012

Telcos are under intense pressure. Merely to react to new competitors, to growing complexity, and to increasingly exacting customer requirements is not to answer the fundamental question, which is where and how they aim to earn money in the future …  >>

Shared Service Centers for Insurers

think: act CONTENT, 2012

Insurers have a lot of catching up to do in the efficiency of their internal organization. This need is especially striking in the Shared Service Center (SSC) area …  >>

Toward a new middle: The German mechanical engineering

think: act CONTENT, 2012

There is a growing demand for high-value consumer goods emerging markets. This leads engineering companies in the developed economies to shift from "High-End" to "Mid-End" products …  >>

Fundraising - Potential for hospitals

think: act CONTENT, 2012

Together with the Deutscher Fundraising Verband, Roland Berger Strategy Consultants conducted a study on "Fundraising in German hospitals". The objective was to determine whether fundraising …  >>

Strategic HR re-model needed for future success within China

think: act CONTENT, 2012

Talent is hard to find and keep in China. HR practices need to be upgraded. It's time to reorient HR as a strategic function …  >>

think: act CONTENT, 2012

When it comes to delivering the right product in the right quantity and quality, at the right time and at an attractive price for consumers, retailers and manufacturers alike face an enormous challenge …  >>

think: act CONTENT, 2012

Customers in the countryside are different. They need unique offerings. Wireless network operators have to rethink their approach. Suitable strategies are already available …  >>

think: act CONTENT, 2012

Corporate business is back in focus as a part of strategic realignment by European banks. Lasting success requires precise risk management and a strong refinancing capability. And new relationship management that is efficient, transparent, and international …  >>

think: act CONTENT, 2012

Emerging markets around the world are showing themselves to be more than simply investment opportunities for asset managers …  >>

think: act CONTENT - available in German only, 2012

Occupational health is high on the agenda of employers, health insurance funds and governments. Employers must keep their ageing workforces healthy and start to view health programs as a way to improve their attractiveness as employers …  >>

think: act CONTENT, 2011

The latest issue of think: act CONTENT "Wind Offshore Energy" tells, why the global wind power boom is slowly tailing off – especially in Europe …  >>

think: act CONTENT, 2011

“The past is a foreign country: they do things differently there,” wrote L.P. Hartley. The same may be said of the future. For chemicals, at least, the future is a different world …  >>

think: act CONTENT, 2011

The global volume of mergers and acquisitions in the first half of 2011 was put at around EUR 900 billion. Yet the failure rate seems almost as high as the takeover rate. The biggest stumbling block is going about integration and synergy management the wrong way …  >>

think: act CONTENT, 2011

New rules in wealth management require a new form of banking. Providers must align value propositions to client needs and regain trust …  >>

think: act CONTENT (in German), 2011

In light of current turbulence, plus the chaos on the capital markets, many have asked us whether we still stand by our upbeat forecast and how we rate developments going forward …  >>

think: act CONTENT, 2011

The demand for cars is exploding. And the market is known for being dynamic. It offers enormous opportunities. But buyers are demanding more …  >>

think: act CONTENT, 2011

In 2012, elections and leadership changes will put an end to business as usual . We need to think about the future differently …  >>

think: act CONTENT, 2011

Fast-moving competition, technology trend reversals, changing customer expectations? Business model innovation can unlock new competitive advantages …  >>

think: act CONTENT, 2011

Good retailers know their customers and understand what they want. Sounds simple? In fact, it's one of the greatest challenges facing the industry today …  >>

think: act CONTENT, 2011

The increase in managed assets underlines the appeal of the industry – although market recovery is still fragile …  >>

think: act CONTENT, 2011

The 12th Five-Year Plan will lead the Chinese economy from quantity to quality. And has a lot to offer foreign companies …  >>

think: act CONTENT, 2011

Retail banking has reached a crossroad. After an unprecedented market panic followed by large-scale government bailouts and other support measures, banks face various challenges …  >>

think: act CONTENT, 2011

What opportunities and challenges exist for foreign companies in Western China? …  >>

think: act CONTENT, 2011

Continuous improvement constantly raises the bar for companies and their people, creating room for more growth in the process …  >>

think: act CONTENT, 2011

We also have developed three economic scenarios for the Arab world – "Oasis", "Sandstorm" and "Desert" – which we need to be prepared for. …  >>

think: act CONTENT, 2011

If African countries south of the Sahara are to realize their growth potential, the financial sector must be radically reformed …  >>

think: act CONTENT, 2011

Harsh online comments about insurance companies from their customers are not a crisis situation …  >>

think: act CONTENT, 2011

Higher equity capital requirements, unyielding liquidity standards – Basel III is intervening in banks' very business models …  >>

think: act CONTENT, 2011

Banks managing liquidity is much like driving a car with defective lights in thick fog …  >>

think: act CONTENT, 2011

Roland Berger scenario update predicts three percent GDP growth for three years …  >>

think: act CONTENT, 2011

Diversity and Inclusion is a strategic issue that belongs on the CEO’s agenda. Diverse and inclusive companies clearly outperform their competitors on the hard financials …  >>

think: act CONTENT, 2010

Companies need a solid financing basis giving them sufficient room for maneuver to exploit market opportunities and set their sights firmly back on expansion …  >>

think: act CONTENT, 2010

A new Chinese management model is already in place. It fits today's fast-paced volatile business world. And could change the way we do business …  >>

think: act CONTENT, 2010

Organizing Supply chains is the high art of management. Not to mention a strategic competitive advantage …  >>

think: act CONTENT, 2010

As the economic crisis draws to an end, companies in the industrialized world find themselves facing a twofold challenge …  >>

think: act CONTENT (in Dutch), 2010

Healthcare in the Netherlands is facing a massive change towards performance-based funding and government deregulation …  >>

think: act CONTENT, 2010

In recent months, companies around the world have been experiencing significant changes in how they manage their procurement …  >>

think: act CONTENT, 2010

The economic crisis appears to be slowly dissipating. But one problem remains, namely the lack of qualified people …  >>

think: act CONTENT, 2010

The global financial crisis broke out in late 2008. Thanks to a relatively insulated banking system, Chinese banks have largely avoided the global turmoil and have achieved fast asset growth and sound profitability in 2009 …  >>

think: act CONTENT, 2010

Trend shifts have become the norm. Traditional strategic planning has reached its limits. The new edition of think: act content on "Scenario Planning" finds answers on how to build strategies in increasingly complex environments …  >>

think: act CONTENT (in German), 2010

For the year 2010, the prospects for recovery have improved considerably. Our CEO said, "We have identified seven key criteria that determine which scenario is the most likely – and indicators in almost all areas point to a rapid economic recovery." …  >>

think: act CONTENT, 2010

A new think: act CONTENT says how diseases, medicine and health care are changing worldwide – and what we should do …  >>

think: act CONTENT, 2009

The crisis is a time for rethinking and offers new opportunities for innovation. Roland Berger Strategy Consultants has identified eight keys to success for research and development management in the current climate …  >>

think: act CONTENT, 2009

The latest study by Roland Berger reveals four trends:
1. Centralization is on the rise
2. The importance of outsourcing is waning
3. More companies are using shared services
4. Confusion often reigns regarding the roles played by different functions …  >>

think: act CONTENT, 2009

In November 2008, we were bold enough to present three scenarios for the economic crisis and offer our assessment of how developments would unfold. Now we have decided to revisit our three scenarios from last year and bring them up to date. …  >>

think: act CONTENT, 2009

As the biggest U.S. debt holder and the second-largest economy in the world, China is facing a daunting reality …  >>

think: act CONTENT Special, 2008

The current crisis on the international financial markets has in recent weeks led governments, central banks and businesses to take action that would have seemed unthinkable even a short while ago. What can we expect next? …  >>

think: act CONTENT no. 14, 2008

Growing while improving operating efficiency – One of management's biggest challenges (German version only) …  (PDF, 788 KB)

think: act CONTENT no. 13, 2008

In a globalized economy where wage disparities have seen jobs relocate from Berlin to Bangalore, many have lost faith in the future of employment in developed economies. …  >>

think: act CONTENT no. 12, 2008

It seems as if the bad news never stops: As central banks inject billions into the markets to offset a liquidity crisis, banking giants are facing daily depreciations. …  >>

think: act CONTENT no. 11, 2008

Companies must create a holistic global footprint that respects new principles of sustainability and is backed by strong corporate ethics. Otherwise they will have difficulty competing in a market in which low cost is no longer the solution to every problem. A seismic shift is occurring – values are actually driving value creation …  >>

think: act Content No. 10, 2007

European companies have developed an excellent feel for how to select, acquire and integrate other firms. But what are the factors that drive successful M&As? …  >>

think: act CONTENT no. 9, 2007

Brand management and marketing strategy are particularly successful when the strategy is integrated and practical. Each step must be designed in the same "language" and should be from one source …  >>

think: act CONTENT no. 8, 2007

This issue focuses on reaping the benefits of the digital economy …  >>

think: act CONTENT no. 7, 2007

Stronger involvement in Japan is more attractive than ever. Yet the road to successful mergers and acquisitions remains full of pitfalls. Get more facts and figures here …  >>

think: act CONTENT no. 6, 2006

You can earn money by doing good deeds. Read about profitable corporate responsibility in this issue of think: act CONTENT …  >>

think: act CONTENT no. 5, 2006

EU accession is creating fresh momentum in Southeastern Europe. A window of opportunity is opening for foreign investors. Have a look from our perspective …  >>

think: act CONTENT no. 4, 2006

Questions on reinventing corporate headquarters are discussed in this issue …  >>

think: act CONTENT no. 3, 2006

The economic trajectory of the largest country in Latin America differs fundamentally from that of other emerging economies. Read about growth, Brazilian style …  >>

think: act CONTENT no. 2, 2006

This special edition of our client magazine focuses on dealing with the boom in the Gulf region …  >>

think: act CONTENT no. 1, 2006

The focus of the Chinese government has shifted from pushing"growth at all costs" to building a sustainable and balanced economy …  >>