1. Business Realities in South East Europe Andrej Vizjak, A.T. Kearney Eastern Europe Iztok Seljak, Hidria Slovenia Pandeli Garo, DDB Rosldwide Communication Group Albania Svetozar Janevski, M6 Investments / Tikveš Winery Macedonia

2. A.T. Kearney is a leading global management consulting firm with 3000 employees in more than 50 legal entities and 35 countries North America Alexandria Atlanta Boca Raton Cambridge Chicago Cleveland Coraopolis Costa Mesa Los Angeles Miami Minneapolis New York Plano San Diego San Francisco Santa Clara Southfield Stamford Toronto Europe Amsterdam Athens Barcelona Berlin Brussels Budapest Copenhagen Dusseldorf Frankfurt Geneva Istanbul Lisbon Ljubljana London Madrid Milan Moscow Munich Oslo Paris Prague Rome Stockholm Stuttgart Vienna Warsaw Zurich South America Buenos Aires Caracas Mexico City São Paulo Asia Bangkok Beijing Dubai Hong Kong Jakarta Kuala Lumpur New Delhi Seoul Shanghai Singapore Tokyo ANZ Melbourne Sydney

3. My region Eastern Europe encompasses 23 heterogenous countries, all with high growth potential for our business

4. 4 A.T. Kearney X/mm.yyyy/00000 Annual transaction value of all M&As worldwide 43 33 105 125 216 194 299 325 244 188 161 204 317 463 781 856 1,575 1,765 2,796 1,650 881 772 1,047 1,523 1,896 1982198319841985198619871988198919901991199219931994199519961997199819992000200120022003200420052006 Note: Annual value of all global mergers & acquisitions worldwide, equal to and larger than US$100 million transaction value (all numbers in US$ Billion) Their common business reality is, that they do not have acquisition power for the global industry consolidation. US$14,761 Billion (80% of Total Transaction Value 1982-2006) US$3,699 Billion (20% of Total Transaction Value 1982-2006)

5. 5 A.T. Kearney X/mm.yyyy/00000 2. Benchmark Your Growth Profile 1. Position Your Scale Profile 3. Review Your Growth Direction 4. Leverage Unique Growth Capabilities 5. Apply Appropriate Growth Paths 6. Adapt Your Organization Successful small-scale companies consider six imperatives to compete toward large scale players.

6. Their strategic options are summarized in the growth cube … Large Industry Leaders Smaller Industry Followers Smaller Industry Leaders Large Industry Followers Sales Growers Top Performers Profit Growers Under- performers Regional Multi- Business Niches Regional Product Niches International Product Niches Total Global Market Decentralized Product Units Decentralized Product and Regional Units Centralized Functional Units Decentralized Regional Units Market- Related Capabilities Product and/or Regional Focus Product- Related Capabilities Scale- Related Capabilities Acquisitions Organic Growth Cooperations Mega Mergers 1. Position your scale profile 2. Benchmark your growth profile 3. Review your growth direction 6. Adapt your Organization 4. Leverage unique growth capabilities 5. Apply the right growth paths

7. … described in our new book, which has been applied to the specific local situation of each country. RUSSIA November 18, 2008 SLOVENIA Launched in 2008 Launch status of local versions BULGARIA Book launch end of April SERBIA Launched in 2008 POLAND Launched in 2008 CZECH REPUBLIK Spring, 2009

8. Business Realities in South East Europe Andrej Vizjak, A.T. Kearney Eastern Europe Iztok Seljak, Hidria Slovenia Pandeli Garo, DDB Rosldwide Communication Group Albania Svetozar Janevski, M6 Investments / Tikveš Winery Macedonia