You're leaving money on the table

56% of automotive companies miss their performance targets!

DO YOU KNOW YOUR PERFORMANCE AMBITION AND HOW TO REACH IT?

Benchmark yourself now and do not leave any money on the table

Quantification of profit potential using the PIMS® PAR model

Berylls cooperates with PIMS Institute for Profit Radar.

PIMS database

  • 4’500 businesses
  • 25’000 years of business experience
  • Core factors decisive to the success of businesses

Berylls and PIMS are benchmarking the automotive industry to bring it to a higher profitability level.

Ensure your long-term profitability by holistic business steering!

Why do we need a Change of Business Steering?

The Automotive industry is rapidly changing, associated with a high degree of volatility and uncertainty. In this transformation it is key to provide transparency and ensure responsiveness – a new form of business steering is needed.

Holistic view on organizations - steering is key!

High-performance organizations are based on three perspectives: organization, process, and steering. Only the combination of structure x process x steering guarantee that organizations can operate successfully in the long run.

Three perspectives on organization.
Analogy to human body.

HIGH - PERFORMING AUTOMOTIVE SUPPLIERS

1
Structure
Org. charts, function diagrams, job descriptions, etc.
ANATOMY
2
Process
Swim lanes, RASIC, workflow description, deliverables, etc.
PHYSIOLOGY
3
Steering
KPI's, steering depth, governance & meetings, etc.
NEUROLOGY

Interplay of all 3 perspectives is of utmost importance to ensure organizational vitality.

Strategic & Operative control loop

The interaction of strategic & operative steering is one of the key loops in an organization. It links future business with today’s business and is thereby balancing operational excellence with long term strategy.

CONTROL GUIDELINES

  • Balance between strategic & operative planning cycle
  • Definition of annual targets in alignment with strategic multi-year targets
  • Constant reprioritization & reallocation of scarce resources to fullfill tasks

FINANCIAL AND NON-FINANCIAL PERSPECTIVES ON PERFOMANCE

To get a holistic view on corporate performance in a rapidly changing environment, financial dimensions and non-financial ones have to must be steered with equal attention and both long-term and short-term view need consideration.

Financial
Steering
Exploitation of existing
business success
position
Non-Financial
Steering
Development and
maintaining of
future/today’s
business success
position
Profita­bility 6 Liquidity& Cashflow 5 Attractivenessto the rightpeople 4 Pro­ductivities 3 Innovationperformance 2 Marketposition 1

KPI

» Market share
» NPS CAGR
» Share of wallet
» ...

KPI

» Engineering ratio
» Innovation effectiveness
» ...

KPI

» Customer rating
» Launch readiness
» Inventory turnover
» ...

KPI

» Employee net promoter score
» Training ratio
» ...

KPI

» CAPEX
» NWC
» FCF
» ...

KPI

» EBIT
» COGS
» ROI
» ...

What's in for me

By controlling your key company factors, you can meet the market's profitablity expectations.
Overview of data requirements for a business analysis. The data provided should cover a 3-year period.
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Our Profit Radar Team

Partner

Dr. Alexander Timmer

For me, first-class automotive consulting means passion for the product, a unique perspective on the challenges in the industry and working with a highly motivated team. All this comes together at Berylls - but different!

Associate Partner

Dr. Christopher Brüg…

Berylls brings together automobility enthusiasts with entrepreneurial spirit and strong demand of excellence. Working in this top-notch team and contributing to the transformation of the industry day by day makes me happy to be a Beryll.

Project Manager

Felix Scheb

Working on the „hottest topics“ of the automotive industry with a team of highly motivated and brilliant people – that is what Berylls is all about!