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  • JBR
    stakeholders and held various intensive management workshops to obtain a clear and shared picture of the future market developments and the envisioned organisation We then facilitated and developed a decision document that summarised the strategy containing a new market segment and an alliance model with a specialist in home care The results A strategy and decision document Home News Contact General Conditions Sitemap X Mijn nieuws pagina Slideshow front NL

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=14 (2016-04-29)
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  • JBR
    has increased its risk profile Financial resources are limited in relation to its growth objectives and the engagement of another party may be able to speed things up Customer s dilemma How to maximise the value of the company and its shares Should it engage a financial partner perhaps involving unattractive conditions in order to grow faster and stay ahead of the competition Should it become part of another strategic partner to maximise value or was it better to proceed independently Our contribution We held detailed discussions with the company concerning the outlook of the current business model This involved listing the relative certainties and uncertainties resulting in a range of values for a stand alone situation This range of values formed the point of reference for consideration of other scenarios In close cooperation the business plans for each country were consolidated and worked out in further detail Future objectives were clarified making the organisation s growth potential apparent Based on its belief in unrealised potential the company decided not to join up with a strategic partner A straightforward business plan with phased growth was formulated The shareholders also realised that they were not capable of the internal discipline necessary to adhere to this plan and decided external scrutiny would be more effective in enforcing the plan It was decided to engage a financial partner in order to create more balance in the shareholders meeting The results The assignment resulted in a clear picture of the company s future and with agreement among the shareholders on the risk profile This meant that the shareholders could focus on a common objective and the country managers would receive clear instructions In short the strategy was translated to the operational level Home News Contact General Conditions Sitemap X Mijn nieuws pagina Slideshow front

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=20 (2016-04-29)
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  • JBR
    financial performance compared to a group of leading European market peers Our clients wanted to gain more insight into their common business model potential synergies and areas for improvement Customer s dilemma How do we perform and where can we leverage our strategic partnership Our contribution The benchmark was based on a detailed three year value tree looking at seven companies with a breakdown of the economic performance into such drivers as revenue growth procurement and organisational cost network and equipment inventory cash base and payables The benchmark revealed a series of key improvement opportunities for example in sourcing cost staffing investment rate and working capital specifying an important potential to improve the return on investment for each client The results A sound set of navigation beacons to refine the business plan and to further shape the business model of the partnership Home News Contact General Conditions Sitemap X Mijn nieuws pagina Slideshow front NL About JBR Glossary Maritime Offshore Energy Environmental Services Food Agriculture TIME Care and living Strategy Corporate Finance Restructuring Debt Advisory Partners Management Consultants Consultants Research Associates Maritime Offshore Energy Environmental Services Food Agriculture TIME Care and living Industry Maritime Offshore Energy Environmental Services Food Agriculture

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=28 (2016-04-29)
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  • JBR
    Boskalis strategy in the Netherlands is focused on large and medium sized integrated projects and an independent maintenance company does not fit in this strategy The management at that point had expressed its ambition to independently continue the company activitThe De Jong activities were taken over at the end of 2011 as part of the acquisition of MNO Vervat De Jong is primarily active in the maintenance ofthe main road network and inland waterways in the Netherlands Boskalis strategy in the Netherlands is focused on large and medium sizedintegrated projects and an independent maintenance company does not fit in this strategy The management at that point had expressed its ambition to independently continue the company activities Customer s dilemma Boskalis strategy in the Netherlands is focused on large and medium sized integrated projects and an independent maintenance company does not fit in this strategy The management at that point had expressed its ambition to independently continue the company activities View the transaction Our contribution JBR has advised Boskalis through the entire process from the initial valuation through the transaction process and negotiations until the closing in February 2015 The results The result has been a successful sale of De Jong

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=54 (2016-04-29)
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  • JBR
    strategy and explicitly chose for a sustainable business model In order to achieve this strategy one of the key strategic considerations is the expansion of their sustainable energy production in North West Europe This includes wind biomass solar and hydro based power production capacity either in the form of development ownership strategic alliances or long term power purchasing agreements Customer s dilemma Which European companies fit with the client s sustainable power production strategy what are the individual strategic possibilities and how do we close the deal Our contribution We made a selection of European companies whose strategy and activities fit with the sustainable power production strategy of our client and managed the individual acquisition processes The results In depth knowledge of potential partners in the European sustainable markets and the management of several European acquisition processes Home News Contact General Conditions Sitemap X Mijn nieuws pagina Slideshow front NL About JBR Glossary Maritime Offshore Energy Environmental Services Food Agriculture TIME Care and living Strategy Corporate Finance Restructuring Debt Advisory Partners Management Consultants Consultants Research Associates Maritime Offshore Energy Environmental Services Food Agriculture TIME Care and living Industry Maritime Offshore Energy Environmental Services Food Agriculture Care and living JBR opinion

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=6 (2016-04-29)
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  • JBR
    has been asked to play a role The Dutch government has made changes to the Heat Act Warmtewet that could make heat projects more attractive financially Customer s dilemma How to determine a strategy concerning heat both city heating and small scale heating projects Our contribution JBR made an analysis of the market The operation and design of both large and small scale heat projects were assessed The business case of a specific heat project was examined thoroughly and various scenario and sensitivity analyses were made A comprehensive risk inventory was made which included both project analyses and full chain risk analyses An analysis was also made of the company s available capabilities in the field of heat and a match was made with the company s vision and mission This external internal and financial analysis resulted in a conclusion regarding the potential role of the client in the area of heat and the implications this would have The conclusion was presented to the client s Board of Directors The results A clear strategy document containing a summary of the analyses together with the background to the recommended strategy The conclusion was well received by the Board of Directors in

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=41 (2016-04-29)
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  • JBR
    wet substances in the biomass waste agri and sludge markets Due to environmental sustainability developments Kyoto protocol landfill directive the markets are changing Customer s dilemma A leading multinational expressed an interest in acquiring the company which at that time was producing marginal results In order to validate the interest the shareholder needed answers to a variety of questions including What is the market outlook and the potential of the company Are we able to realise this on a stand alone basis Our contribution We provided a detailed market description and a future outlook including the operational and organisational conditions to maximise shareholder value The results In depth knowledge of the biomass sludge waste and agri feed markets Clear view on the potential of the company including the related enterprise value The related operational constrains to achieve maximal shareholder value Home News Contact General Conditions Sitemap X Mijn nieuws pagina Slideshow front NL About JBR Glossary Maritime Offshore Energy Environmental Services Food Agriculture TIME Care and living Strategy Corporate Finance Restructuring Debt Advisory Partners Management Consultants Consultants Research Associates Maritime Offshore Energy Environmental Services Food Agriculture TIME Care and living Industry Maritime Offshore Energy Environmental Services Food Agriculture Care and

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=26 (2016-04-29)
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  • JBR
    significantly change in the coming years also due to the new financial system This will affect the size and type of care by location The new financing system has impact on the administration of the hospitals The University Medical Center Utrecht UMC Utrecht is one of the largest public healthcare institutions in the Netherlands with eleven divisions These include dermatology and oncology UMC requested insight into the cost of the various departments It was not yet entirely clear what impact the new financial system would have on the budget For effective management of the organization and implementing of improvements an insight into various productivity ratios was also needed and preferably in comparison to other similar departments Our contribution JBR has supported University Medical Center Utrecht with financial analyses and analysed the impact of the possible carve out of the oncology activities The results Together with UMC JBR has analysed the current situation and developed financial models by department Insight is provided in cash flows per department effects of the transition to the new financing systems and input is provided to improve cost analysis In addition JBR provided insight into the consequences of a possible carve out of the oncological activities

    Original URL path: http://www.jbr.nl/en/cases/index.jsp?USMID=17&case=62 (2016-04-29)
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