3. SPG HAS TO FIND SOLUTIONS HOW TO FULFILL THE STRATEGIC GOALS
SPG’s strategic
goals
To be presented in To accumulate $50
key markets of mln of EBITDA profit
Russian business by 2016
To build a national
To develop new
strategist to
approaches to
penetrate the CIS
strategic consulting
countries
To triple the office in
4 years
5. SPG SHOULD USE COMPLEX APPROACH
SUPERB
EXPERIENCE QUALITY OF
PROJECTS
NUMBER OF
PROJECTS SATISFIED
CLIENTS
BRAND
NEW
CLIENTELE
6. INCREASED NUMBER OF PROJECTS GIVES INITIAL
MOMENTUM
SUPERB
EXPERIENCE QUALITY OF
PROJECTS
NUMBER OF
PROJECTS SATISFIED
CLIENTS
BRAND
NEW
CLIENTELE
7. IN RUSSIA SPG SHOULD FOCUS ON COMPANIES
IN METALLURGY AND OIL & GAS INDUSTRIES
Growth 60% Prospective
(2010)
Russia industries
Other industries
Other countries
Metallurgy
30%
Oil & Gas
0% 15% 30%
Profitability
SOURCE: EXPERT TOP 400 (2010)
8. IN THE URALS MACHINERY AND METALLURGY ARE THE MOST
PROSPECTIVE INDUSTRIES TO WORK WITH
Growth 60% Prospective
(2010)
The Urals industries
Other industries
Machinery
Other countries
Metallurgy
30%
0% 15% 30%
Profitability
SOURCE: EXPERT TOP 400 (2010)
9. SPG SHOULD BREAK INTO UKRAINIAN MARKET VIA CONSULTING
COMPANIES IN METALLURGY AND ENERGY INDUSTRIES
Growth 60% Prospective
(2010)
Ukraine industries
Other industries
Other countries
30%
Metallurgy
Energy
0% 15% 30%
Profitability
SOURCE: TOP 100 RATING UKRAINE (2010)
10. METALLURGY AND OIL&GAS ARE THE HIGH PRIORITY INDUSTRIES FOR
SPG IN KAZAKHSTAN
Growth 60% Prospective
(2010)
Kazakhstan industries
Other industries
Other countries
30%
Metallurgy
Oil & Gas
0% 15% 30%
Profitability
SOURCE: EXPERT TOP 100 KAZAKHSTAN (2010)
11. COMPETITION IN THE CIS IN THE CHOSEN MARKETS IS NOT AS FIERCE
AS IN THE OTHERS
Metallurgy
Oil & Gas
Government
Energy
Machinery
Weak position
Fairly week
position
Strong position
Dominance
12. MOSCOW OFFICE CONSULTS AZERBAIJANI OIL&GAS COMPANIES,
ASTANA OFFICE OPERATES WITHIN THE URALS AS WELL
Kiev Moscow
Ekaterinburg
Astana
Baku
13. NEW OFFICES TO OPEN IN 2012 AND 2013
2011 2012 2013 2014 2015
Number of M+2
Moscow 12 12 13 14 16
Kiev 4 5 8 12
Astana 3 6 9
M+2 Total
12 16 21 28 37
SOURCE: TEAM’S CALCULATIONS
14. SPG NEEDS 21 TEAMS TO PENETRATE UKRAINIAN AND KAZAKH
MARKETS BY 2015
% in TOP rankings of Number of Teams
12
Manufacturing 29%
Moscow Machinery 2011
Energy
Russia
Expert TOP 400
12
29%
Metallurgy
Kiev Energy BY 2015
Ukraine
TOP 100 Rating Ukraine
22% 9
Oil & Gas
Astana Metallurgy BY 2015
Kazakhstan, The Urals Machinery
Expert TOP 100 Kazakhstan,
Expert TOP 400 Russia
15. BY 2015 SPG’S REVENUE SOURCES WILL BE WELL DIVERSIFIED
Contribution of the offices to the total revenue
14%
25% 21% 24% Astana
24%
29%
32% Kiev
100%
75%
62%
50%
43% Moscow
2011 2012 2013 2014 2015
SOURCE: TEAM’S CALCULATIONS
16. IMPROVED PROJECT MANAGEMENT
ACCELERATES SPG’S GROWTH
SUPERB
EXPERIENCE QUALITY OF
PROJECTS
NUMBER OF
PROJECTS SATISFIED
CLIENTS
BRAND
NEW
CLIENTELE
17. HIRING THE BEST MANAGERS
SPG IMPROVES PROJECT MANAGEMENT
HEADHUNTING
THE BEST
PARTNERS MANAGERS
FOREMOST
MANAGERS
MANAGERS
CONSULTANTS
SUPERB
EXPERIENCE
ANALYSTS
18. SELECTION AMONG STUDENTS SHOULD BE MORE
AGGRESSIVE
Game Stage
• How: Tests similar • How: Managers &
to GMAT Partners
• How: Business
• What: Analytic & • What: Motivation &
Assessment
managerial abilities Corporate culture
• What: Ability to suitability
work in team
Interview
Test Stage
Stage
PARTNERS
MANAGERS
CONSULTANTS
ANALYSTS
19. SPG SHOULD DEVELOP THE “BRING-UP” SYSTEM
TRAININGS HELD BY FOREIGN
SPECIALISTS IN THE FIELD
MANAGERS
ENCOURAGE THE
STRENGTHEN
DEVELOPMENT
KNOWLEDGE
OF NEW
BASIS
TECHNIQUES
FORM OUR
SHARE THEIR
OWN GROUP
CONSULTANTS EXPERIENCE
OF EXPERTS
PARTNERS
MANAGERS
CONSULTANTS
ANALYSTS HEADHUNTED
ANALYSTS
MANAGERS
20. SPG MAINTAINS CLOSE CONTACTS WITH FORMER
PARTNERS
Greater percentage of recurrent
clients
Sharing experience and advice FORMER
SPG
PARTNERS
Attracting new clients if FPs go to
not-consulting industry
PARTNERS
MANAGERS
CONSULTANTS
ALUMNI Strategy Partners
ANALYSTS NETWORK
21. INCREASED BRAND AWARANESS ATTRACTS NEW CLIENTS
SUPERB
EXPERIENCE QUALITY OF
PROJECTS
NUMBER OF
PROJECTS SATISFIED
CLIENTS
BRAND
NEW
CLIENTELE
22. SPG WILL BE PRESENTED AS AN INTERNATIONAL
COMPANY WHICH KNOWS THE COUNTRY’S SPECIFICS
BRAND
TV FORUMS PRESS
Publications of SPG’s specialists on
Participation in various profession
Regional or international the development of the CIS countries
oriented programmes such as those
conferences, exhibitions, congresses as well as the industries in question
of RBC channel
in Vedomosti, Forbes, etc.
23. FROM 2012 TO 2015 SPG WILL ACCUMULATE $51.7 MLN OF EBITDA
+ 64%
EBITDA PROFIT (MLN $)
21.1
+ 47%
12.9
+ 66%
+ 47% 8.8
5.3
3.6
2011 2012 2013 2014 2015
SOURCE: TEAM’S CALCULATIONS
24. SPG WILL MANAGE TO FULFILL ALL ITS GOALS
SPG’s strategic
goals
To be presented in To accumulate $50
key markets of mln of EBITDA profit
Russian business by 2016
To build a national
To develop new
strategist to
approaches to
penetrate the CIS
strategic consulting
OIL&GAS countries To triple the office in EBITDA PROFIT
METALLURGY 4 years 2011 – $ 3.6 MLN
GOVERNMENT BY 2015 – $ 51.7 MLN
ENERGY
UKRAINE SPG’S OWN GROUP
MACHINERY
KAZAKHSTAN NEW OFFICES: OF EXPERTS
AZERBAIJAN 2011 – 86 EMPOYEES (THROUGH HEADHUNTING)
RUSSIA (THE URALS) 2015 – 258 EMPLOEES “BRING-UP” SYSTEM
