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Increased revenue and a higher operating income: This was the goal for Metabo, a manufacturer of power tools, after its acquisition in 2012 by the investor Chequers Capital. Metabo brought advisory firm goetzpartners on board to set up a value-enhancement program and accompany its implementation.
In this process, goetzpartners played a key role as an intermediary between Metabo’s management board, the investor and the workforce. In addition, goetzpartners assisted with the supervision of 24 initiatives for rigorous implementation of the growth strategy. In the case of crucial initiatives related to complexity management and productivity analysis, goetzpartners was also involved at the operational level.
In this context, goetzpartners examined the product portfolio’s cost recovery and margins and analyzed the effects that removing individual products from the portfolio would have. As a result, Metabo’s product portfolio saw a significant increase in profitability. To ensure that these effects last, goetzpartners established a portfolio management mechanism.
In spite of declining prices and adverse currency effects, by 2015 Metabo was able to increase its operating income by 50 percent. Chequers Capital sold Metabo in late 2015 to the Hitachi Koki Group, realizing a substantial appreciation in value.
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