1. Chris Jansen

2. The vision 2003 – 2005 Mission statement
The Opin Kerfi Group delivers Information Technology products, solutions & services to consumers and businesses in the Nordic market place.
The Opin Kerfi Group pursues to help consumer lives be more communicative and businesses be more competitive.
In doing so it wants to be the prefered partner, easy to work with as customers and partners, and pleasant to work for as employees, and with the highest possible quality and integrity.
The Opin Kerfi Group strives to fulfill its mission with at least an industry-average profitability in order to ensure continuity and attractiveness for its stakeholders: shareholders, customers, partners, employees, and environment.

3. The vision 2003 – 2005 Current state
Strong growth & internationalization
2001->2002 growth 64% (due to int’l acquisition)
About 50% of revenue to date from international
No synergies to date
5 separate operating companies and brands
No internal harmony or sharing
Bottom-line results in 2002 under pressure
Major write-offs in investsments
HP/Compaq merger posed short-term negative effects on business, but long-term increased potential
Management focus on internationalization caused slight defocus on local business management

4. The vision 2003 – 2005 Strategic imperatives
Double value and business in 2-3 years
Group vision & solution creation
Become Nordic, external growth ( se, dk, nor)
New organisational structure
Separate core business from venture investments
Capture synergies
Define synergetic leverage points (revenues & costs)
Plan implementation (4 phases)
Uphold (equal or better) results in 2003
Strong focus on local business management

5. Solutions Framework Customers (Countries & industries)
Consumers & businesses)
Information Technology
(hardware & software)
Functions
(people & processes)

6. Solutions Framework Customers Countries Industries
Sales & Marketing (Wholesale, Re-sales, Retail)
Countries
Industries
Business infrastructure hardware and software
Industry--specific
applications
Generic application software
Consumer hardware and software
Professional Services (Consulting, Education, Support, Outsourcing)
Staff functions (Finance & Administration, Human Resources, Information Technology, Facilities)
Information Technology
Functions
Customers

7. Customer intimacy & gross margin “Moving up the value chain”
30%
Application services
20%
Gross Margin
Product services
This cross-section of Resellers have seen the same sort of decline in sales, with profits now at one fifth of the levels achieved in 1998 in real dollar terms
Value creation, is also heading for the floor and will move into value destruction in the next year or so.
10%
Business products 1%
Consumer products
Operational
efficiency
Customer intimacy

8. Organizational structure before 2003

9. Organizational structure Capturing synergies

10. Implementation plan 4 phases
Year 1
Year 2
Year 3+
Move into
Countries
Growth, Synergy & Value
Move into
Lines of
Business
Prepare the
grounds
Adopt & deploy
the vision
1.1.03
1.4.03
1.1.04
1.1.0x
Immediate Short-term Mid-term Long-term
0-3 months 6-9 months months > 24 months

11. Chief Executive Officer
The role:
Strong growth & internationalization
Continue pro-actively the pursuit of international acquisitions
No synergies to date
Start defining synergy capture leverage points
Create initial organizational investigations and sharing
Start deploying “quick wins”
Deploy “The Opin Kerfi Group” web-site symbolically
Bottom-line results in 2002 under pressure
Support Companies’ General Management on increased focus on local business management, especially internationally (SWE, DK, NOR)

12. Chief Executive Officer
The person:
Chris Jansen
Age 42, Dutchman
18 years IT experience
Vendor background (HP)
Business-educated (Master Int’l Biz)
International management (Northern Europe)
Multi-cultural & multi-lingual
Builder and Change Agent
Matrix-experience: synergy & harmony

13. The Opin Kerfi Group Corporate web-site