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RO CA roca.es

RO CA www.roca.es. Structure. Product Offer: Everything for the complete bathroom. sanitary ware furniture bathtubs / shower trays shower enclosures whirlpools / multifunctionals taps accessories tiles Withdrawn from: heating and air-conditioning.

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RO CA roca.es

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  1. ROCAwww.roca.es

  2. Structure

  3. Product Offer: Everything for the complete bathroom • sanitary ware • furniture • bathtubs / shower trays • shower enclosures • whirlpools / multifunctionals • taps • accessories • tiles • Withdrawn from: heating and air-conditioning

  4. Due to flat core markets and the “digestion” of Laufen our growth stopped after 2000 Note: PF = Pro Forma

  5. The true core of our Group, Roca Sanitario, has an EBIT margin on industry benchmark level

  6. World-wide CSW production

  7. Cost leader in CSW

  8. N° 3 in the „world market“ Total value as basis: 5,2 billion Euro (ASP)

  9. N° 3 in Europe Total value as basis: 2,2 billion Euro (ASP)

  10. Actual Strategy

  11. Strategic Goal To overtake Kohler and American Standard to become the world wide market leader in the bathroom business

  12. Actual Strategy: PRODUCTS • concentration on the bathroom business (divest all other product fields)

  13. Actual Strategy: BRANDS Main brand - world-wide - entire product spectrum Positioning: Functionality and Quality Main brand for central Europeconcentration on CSW (but also bathtubs, shower trays and furniture) Positioning: Design and Quality Regional brands with high market share in their region

  14. Actual Strategy: MARKETS • core markets (ES, PT, CH, AT) • to hold the high market share in CSW at least constant and to diversify in other bath product categories • target markets (FR, DE, NL, IT and UK) • to enter in these markets via price-aggressive offers in the project business (e.g. in F) or in the DIY (e.g. IT, F) or • via acquisition of a company (e.g. in IT) • potential markets (East-Europe, Asia, Russia) • build up production capacities in „coming or new“ markets or buy regional market positions by acquisition of attractive regional brands

  15. S W O T(only Roca team)

  16. Strengths • Management: • International-minded • Ability to handle big (Laufen) and parallel acquisitions • Brands • high brand awareness in core markets as ES, PT, CH, AT • strong regional brands in CZ, SK, BG as well as ES and PT • Product range • strong position in the Professional segment in the core markets • Markets • one sales force selling CSW, furniture, taps, bathtubs • Production • international production in low cost countries (cost-leader!) • good allocation geographically • General • independent company • high profit margin and funds from divestments allow further acquisitions / international product development and communication investments

  17. Weaknesses • Management: • Lack of focus outside CSW (e.g. loss of Ariston market shares) • Brands • brand ROCA is very product orientated, no lifestyle and emotion for the products used in the showroom business • Product range • no international „design taste“ in the ROCA range • weak position in premium segment and Wellness offer • Markets • weak position in important CSW markets like DE, UK, I • Strengths • Management: • International-minded • Ability to handle big (Laufen) and parallel acquisitions • Brands • high brand awareness in core markets as ES, PT, CH, AT • strong regional brands in CZ, SK, BG as well as ES and PT • Product range • strong position in the Profi segment in the core markets • Markets • one sales force selling CSW, furniture, taps, bathtubs • Production • international production in low cost countries (cost-leader!) • good allocation geographically • General • independent company • high profit margin and funds from divestments allow further acquisitions / international product development and communication investments

  18. Opportunities • Markets • good attack position for high potential markets such as East-Europe, USA and Asia • attractive markets for high profit margins and good volumes in Europe like DE, UK, IT, Benelux and Scandinavia • Production • use low-cost production facilities for Profi and Mainstream segments • Distribution • attractive for world-wide distributers because of ubiquity • Communication • opportunity now to build brand in terms of communication as basic abilities are solid

  19. Opportunities • Markets • good attack position for high potential markets such as East-Europe, USA and Asia • attractive markets for high profit margins and good volumes in Europe like DE, UK, IT, Benelux and Scandinavia • Production • use low-cost production facilities for Profi and Mainstream segments • Distribution • attractive for world-wide distribution because of ubiquity • Communication • opportunity now to build brand in terms of communication as basic abilities are solid. • Threats • Competitors • strong final consumer brand V&B and Duravit • strong position of AS and Kohler in USA and Asia • Distribution • Entry of international wholesale groups (e.g. Wolseley, Saint Gobain) on Iberian market with own preferred suppliers • Legal • Legal action against trade policy of tying trade in Spain (“Roquistas”)

  20. Future Strategy To be defined:Strategic goalsBrandsCommunicationDistribution & LogisticsStrategic Alliances

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