Arenas

Where will we be active? ( and with how

Products that have an inverse relation market for gas engines have to balan original products from Cooper.? Which channels? Which market segments? Which geographic areas? Which core technologies Which value-creation strategies?

Staging

What will be our speed and

sequence of moves? Speed of adquisitions was slow in order do not assigne to manager, innnecesaries activities. It took 20 years to buy the third company. Sequence of initiatives

Arenas

Staging

Economic logic

Economic logic

Differentiators

Economic logic

Differentiators

How will returns be obtained?

Sell the units that do not contribute to the goal (33 business between 1970 and 1988). The acquisitions complete the basic growth target of cooper (increase in pretax sbeneficios action to a composite index of 11%) and improve the quality of benefits to add stability. Sales the unit that do nor Lowest costs through scope and replication advantages Premium prices due to unmatchable service? Premium prices due to proprietary product features?

Differentiators

How will we win?

High Quality in products Customization? Price? Styling? Product reliability? Speed to market?

be active? ( and with how much emphasis?) have an inverse relationship of income that the s engines have to balance the low sales of ucts from Cooper.?

t segments? aphic areas? echnologies creation strategies?

Arenas

Vehicles

How will we get there?

Economic logic Vehicles

Differentiators

Growth and diversification through acquisitions of companies recognized successful and manufacture high quality, such as aerospace (Dallas Airmotive and Superior) and services company. Gardner-Denver was the

Differentiators

ntiators

will we win? Quality in products. tomization?

duct reliability? ed to market?

company. Gardner-Denver was the mayor adquisition almost same sixe that Cooper, could meet the full range of needs from the exploration, production, transmission, distribution and aamacenje for the sector of oil and natural gas. Crouse-hinds and Belden gave to Cooper 50% more in its revenue.

Simple but felxible internal estructure, 10 people who guided the Company with Directors bottom of them. Cooperization, process that was an internal practice used to adapt the new companies to Cooper reality Joint ventures? Licensing/franchising? Experimentation?