Archive for the ‘Reports’ Category

You Know You’ve Got a Great Team . . .

Wednesday, July 30th, 2014

. . . when in celebration of your company’s anniversary, they give you something,that they spent a lot of time working together on. I had such an unexpected pleasure on the 18th of June when, in celebration of Mandat Consulting Group’s 25th anniversary, they gave me a “rhino,” symbol of Dortmund’s concert hall (rhinos are very sensitive and hear extremely well) and thus the symbol for the city of Dortmund. The figurine is hand-painted with individual motifs appropriate to Mandat and its team members, each of whom “signed” it. I was touched.

Needless to say, this rhino now stands on my desk. Many thanks to Anne Hausen, Pascal Kowsky, Nadine Müller, Sabrina Schröter, Kerstin Scupin, Linda Vollberg, and Fabian Woikowsky for this splendid gift. I’ve said enough. Here it is:

Rhino 1

Rhino 2Rhino 3

Rhino 4Rhino 5

Rhino 6 Rhino 7
© 2014, Prof. Dr. Guido Quelle, Mandat Consulting Group, Dortmund, London, New York. All rights reserved.

Growth Leverage for Private-Equity Firms and the Companies in Their Portfolios

Wednesday, June 11th, 2014

“Who Pays the Piper Calls the Tune – What Private Equity Firms are Regularly Missing”—this was the title of my VIP-dinner speech on the evening preceding the German Private Equity Conference 2014, in Frankfurt. Before an audience of decision-makers and CEOs of private-equity firms, I addressed five factors that, from our consulting experience, often stand in the way of even more effective cooperation between private-equity firms and their portfolio companies:

  1. Too much focus on money
  2. Oversize controlling systems
  3. Poorly defined roles, competences, and responsibilities
  4. Lack of interest in people and processes
  5. PI: “Project Inflation”

The intentionally provocative presentation (“Too much focus on money?? In the private-equity sphere??”) produced an animated response and offered additional topics for discussion during the subsequent VIP dinner. The general tenor: A good relationship between company management and its private-equity shareholders rests on mutual understanding and trust, which in turn forms the indispensable basis for profitable growth.

If you would like to watch the speech, you can download a video of “Who Pays the Piper Calls the Tune” (ca 800 MB) here.

Over the next few weeks in this column, I’ll address each of the five points.

© 2014, Prof. Dr. Guido Quelle, Mandat Consulting Group, Dortmund, London, New York. All rights reserved.

The Power of a Brand

Wednesday, April 9th, 2014

Temple-Market Hong Kong: A crowded place, noise, people, almost chaotic, see pictures below. I needed tissues and went to a—well, let’s call it “drugstore.”

What did I get? Almost 7,000 miles, 7 time zones, 107 degrees of longitude and 30 degrees of latitude away from home I don’t get a no name product from Hongkong, I didn’t even get “Kleenex,” what wouldn’t have been a surprise for me. No, what I get is something I didn’t expect: “Tempo Petit Icy Menthol”. Tempo, a brand that is a synonym for tissues in Germany like Kleenex is a one in the US.

Do we really need to talk about the power of brands again? I don’t think so.

Temple Market Hong Kong
Temple Market Hong Kong


Entrance Temple Street
Entrance Temple Street

© 2014, Prof. Dr. Guido Quelle, Mandat Consulting Group, Dortmund, London, New York. All rights reserved.


Focus on the customer: Four Seasons Hong Kong

Wednesday, December 11th, 2013

During our stay at the Four Seasons Hotel in Hong Kong on the occasion of our annual meeting of the Million Dollar Club, a network of international consultants, a woman from our group asked for hot water and ginger. Unfortunately, there seemed to be no fresh ginger available. Upon further inquiry into the beverage, the woman received an apologetic answer: It would take a few minutes longer. Someone had been sent to the market to buy fresh ginger. Shortly thereafter, the woman got her drink. Please note: It was about 8:00 o’clock in the evening.
Two lessons:
1. Focus on the customer. The customer is to be taken seriously.
2. The decision was made on the front line; no manager was involved. The responsibility for making such decisions on their own was assigned to the employees.
I call that commendable. And please don’t come back at me with: “A high-class hotel like that should always have ginger on hand.” Please don’t.

© 2013, Prof. Dr. Guido Quelle, Mandat Consulting Group, Dortmund, London, New York. All rights reserved.