Challenges with U.S. Subsidiaries of European Companies

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Daten, Preise & Anmeldung

This workshop can be booked with 2 to 12 participants.


  • 2 participants: CHF 13'400.-  / Euro 9'900.-
  • 3 participants: CHF 14'800.- / Euro 10'900.-
  • 4 participants: CHF 15'900.- / Euro 11'700.-
  • 5 participants: CHF 16'900.- / Euro 12'500.-
  • 6 participants: CHF 17'900.- / Euro 13'200.-
  • 7 participants: CHF 18'900.- / Euro 13'800.-

For each additional participant: + Euro 400/participant


2 days


Zurich or at your site. World wide.


To be arranged.


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Day 1: Strategy Challenge


Boston Business School research shows that 70% of the U.S. subsidiaries of European companies underperform. The reasons are manifold, but one common denominator is a misunderstanding of what each management culture perceives to be the appropriate strategy process.

Our team of bicultural and dual-national strategy advisors understands these challenges. They have experienced and solved predominant problems themselves. Most importantly, they have done it with their engagements in Mittelstand companies as well as companies listed on major U.S. stock exchanges. In just one day you will find answers to the question “do we really have to accept lackluster performance in our subsidiary”, and you will find a pathway to the proper expectations you should set into your business abroad.

This course will provide eye-opening insight into the core of strategic challenges facing every international business, midsize or large, private or public. You will receive confirmation for many strategic moves, but you will also learn that certain of your well-perceived moves have widened a strategic performance gap.


The BBS Advantage is that our senior lecturers are successful strategy consultants with extensive and hands-on entrepreneurial and corporate experience on highest level.

  • Original Strategic Intent: What has been our original intent with the venture abroad, what have we accomplished since then?
  • Market Expectations and Own Competencies: In what “business” are we in on either side of the Atlantic, and what do markets expect from a company in our business?
  • Operative Performance: How do we perform on the Balanced Scorecards Parameters?
  • Current Competitive Position: Comparison and delta-analysis of the challenged organization respective to performance on markets, financial performance, processes efficiency, and people management.
  • Stakeholder Expectations and Owner Strategy: Expected competitive position and long-term behavioral goals of the subsidiary.
  • Future Competitive Position: What is our goal? What do we expect from the subsidiary three years, five years from now?
  • Opportunities and Threats: Overall assessment of outside forces, drivers, and inhibitors.
  • Strategic Options: Creating strategic options on the way to the goal. We have to decide between optimistic, pessimistic, opportunistic, and cautious strategy patterns.
  • Biz Plan to Goal: What business plan is needed to craft a strategy for outstanding market performance, sustainable finances, effective processes, and a high-performance organization?
  • Implementation: Once teams have agreed upon goals and plans, strategies need to be enforced – the top-down approach remains the only way of doing that.


Day 2: Solutions



All the questions arising during the first day of this seminar need to be addressed during the second day. During the first day of this program, we will have exploited the most crucial issues that are holding back performance of your subsidiary abroad. Our strategic advisor now turns his focus towards developing ways to resolve the major challenges. We will recommend best practices fitting your specific situation, business, and industry. Our extensive base of experience and access to most recent strategy consulting tools will enable you to outline a feasible roadmap tackling problems in their proper order of magnitude.