Presentations from eyefortransport’s 8th 3PL Summit & Chief Supply Chain Officer Forum in Brussels, November 2010. Visit www.3PLsummit.com/eu for further resources.

1. Brussels, 24-25 November 2010
3PL Strategies for Moving to
New Markets
Slawomir Blotny
Vice-President of the Board / Key Account Executive
Raben Group

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3. The dilemma
98 600 m2 EBITA
ROI 98,2%
7 424 893€
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4. Agenda
• Introduction of Raben Group
• How we entered the countries we now operate in
• The advantages and challenges of starting operations in new
markets vs. acquisitions
• Lessons learned
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5. Raben Group – Employment
6000
5200 *
5000
4700
4500
4000 4000
3500
3000 3000
2300
2000 2000
1600
1150
1000
700
209
0 1 50
1931 1991 1994 1997 2000 2002 2003 2004 2005 2006 2007 2008 2009 2010
Data at the end of each year
* status as at 31.10.2010 5

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7. Raben Group’s operations in Europe
Raben Group depots
countries in which branches of Raben Group are located
countries covered by Raben Group services
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8. Raben Group
• Family-owned & family-managed
• Group of companies with serious intention of
growth
• Focus on Customer Service
• Corporate rules of management
• Employment - ca. 5200
• Total warehouse capacity - ca. 485.000 m2
• Transport means at disposal - ca. 4000
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9. How we entered the countries
we now operate in

10. • Our vision is To Become a Leader
Everywhere We Are
• Growth scenarios are:
• organic growth or
• acquisitions
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11. • Organic growth:
• Field sales
• Key Account sales
• High sales retention through the best customer service
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12. Analyze...
&
Rabenize.
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13. • Acquisitions:
• Product fit
• Company culture
• Position in the market
• Management capabilities
• Profitability
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14. The advantages and
challenges of starting
operations in new markets
vs. acquisitions

15. Culture
Yes No
Organic
Acquisition
growth
Stable Unstable
company company
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16. Culture
Yes No
• Culture
• Local
• Business
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17. Organic growth Culture
Yes No
Organic
growth
Advantages Challenges
Customers, business partner need a long time
implementation of own processes
to give trust to the new organisation
perfect match with the company vision, long way to achieve satisfying market
mission, strategy, products share/critical mass to be cost effective
create own organization culture, people act in
difficulties to hire excellent staff
the same direction
investment can be spread over longer period overpay salaries
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18. Stable company Culture
Yes No
• Acquisitions of a stable company Organic
Acquisition
growth
• Financial performance
Stable Unstable
company company
• Management capabilities
• Customers
• Market shares
• Operations
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19. Stable company Culture
Yes No
Organic
Acquisition
growth
Stable Unstable
company company
Advantages Challenges
integration plan - 100 and 360 days CEO? If owner, what is his/her future like?
providing managers with new opportunities for own funds needed in today’s financial market
career growth situation
you can share the best practices
buy „healthy” market share, Customers,
Employees, know how
synergy effects
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20. Unstable company Culture
Yes No
• Acquisition of an unstable company Organic
Acquisition
growth
• Financial performance - low or
Unstable
company
• Management capabilities - poor or
• Customers - not satisfied or
• Market shares - low or
• Operations - low/poor level
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21. Unstable company Culture
Yes No
Organic
Acquisition
growth
Unstable
company
Advantages Challenges
difficulties to explain this path to shareholders
synergy effect possible
and stakeholders
providing managers with new opportunities for integration plan with support of full team (HQ,
career growth other BUs’ of the Raben Group and local)
skeletons in the closet
own funds needed in today’s financial market
situation
CEO? If owner, what is his/her future like?
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22. Rabenizing starts from...
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23. Values at the Raben Group
Entrepreneurship
Customer Orientation
We Act With Passion
Professionalism
Reliability
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24. Lessons learned

25. Lessons learned
• The culture of the company, especially its management is crucial
• It seems that our business units do much better if their HQs
are located outside the countries' capitals
• Due diligence may show good financial and legal result but this
does not mean that operations and customer relations are at
expected level
• International company versus local entrepreneur
• We do not have to be present everywhere
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26. Rabenizing in progress
Total: 485,000m2
Poland
250,000m2
Germany Baltic States
70,000m2 3,000m2
Ukraine
50,000m2
The
Netherlands
Hungary
4,000m2
22,000m2
The Czech Rep. / Slovakia
85,000m2
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27. No matter which solutions you choose…
Just remember…
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28. You have plenty of nails in each decision,
the key is to choose the proper one
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29. Thank you for your attention!
If you have any questions,
please, do not hesitate to ask
now or contact us later:
Slawomir Blotny
Vice-President of the Board / Key Account Executive
Raben Group
phone: + 48 61 89 88 219
e-mail: Slawomir.Blotny@raben-group.com
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