Our journey began with TUI
One of the first consulting services Roland Berger provided back in 1967 was the TUI project. TUI was the result of a successful merger, in which a handful of medium-sized tour operators merged into a leading tourism group. Today, TUI is one of the world's largest travel operators.
Since then, it's been nonstop growth
Roland Berger is one of the world's leading consulting firms. Our staff of more than 2,000 employees works for our clients in all relevant sectors. We are right at home in the traditional consulting segments and are actively developing new markets. We support local companies on-site and support international corporations in entering and staying in new fields. In China, for example, Roland Berger is already No. 2 in the consulting sector. We accept challenges wherever they emerge. The following is valid at all times: Roland Berger Strategy Consultants is a fusion of initiative and entrepreneurial spirit. This attitude that originates from our founding period determines the way we think and act, today, as it did then, because: It's character that creates impact!
A success story in 5 acts
Roland Berger founds the company Roland Berger International Consultants in 1967 and is not even 30 years old at the time. His one-man office in Munich, backed up by a secretary, becomes a climber thanks to a successful major project: the merger of several tour operators into TUI. Other large-scale projects soon follow and boost both reputation and revenue. Unlike most consulting firms, Roland Berger specializes in marketing and strategy from the start.
The 1970s
The 1970s
The formula for success is multiplied: Roland Berger brings new colleagues on board, expands the consulting services and further develops organization and management. Thus, the one-man operation becomes a partnership-based consultancy that, 10 years after its founding, employs more than 100 people. The company expands globally and establishes many offices abroad.
The 1980s
The 1980s
Growth continues, and specialization proves to be the right strategy – strategic projects meanwhile account for more than half of the fees. In 1988, Deutsche Bank acquires a stake in the company. When the Berlin Wall falls, Roland Berger supports the privatization of about half of the 50 largest companies of the former GDR.
The 1990s
The 1990s
Growth occurs mostly in the East: offices in Moscow, Kiev, Prague, Budapest and Bucharest are opened. However, under US law, Deutsche Bank's stake in the company prohibits the German limited liabilities company to open its own offices in the United States. The partnership decides to once again become the sole owner and buys back the shares from Deutsche Bank in 1998.
From 2000
From 2000
In 2001, the revenue target of 1 billion DEM is exceeded. The consulting services have long gone beyond companies: many governments, administrations, cultural and educational institutions worldwide seek our support to develop the best strategies. In 2003, Roland Berger assumes the chairmanship of the Supervisory Board, now the consulting firm is run by a management team elected by the Partners.
From 2010
From 2010
The growth trend continues – across all industries and continents. Each year new offices are opened. In 2010, Roland Berger retires from operational management and becomes Honorary Chairman of the Supervisory Board.
