• Corporate Strategies and Assets: We do believe that the identification of valuable assets that can add values to a corporate portfolio is the first step in building our client's Corporate Strategy. Our past encounters have presented a continuum, beginning from combinations and private value firms to firmly relate corporate elements and new companies, and exhibits that the same rationale of "better off" and "proprietorship" tests applies to each successful corporate strategy.
• Portfolio Transformation and Organizations: What we do for our clients are to characterize their scope limitations and their boundaries which in our belief are the most critical factors when designing corporate portfolios. This end results enable us to determine for our clients on which business they need to enter, to exit and the level of vertical integrations in their business domain.
• Due to the complexity in terms of designing corporate portfolios, we do develop strategic portfolios that are robust and easily to cope with environmental changes.
• Our strategy and tools plots the determinants of the corporate portfolio, looks at ways to deal with asset allotment and the decision between internal development of new sectors and corporate leaders.

Here at ROHHAT, we do believe that before an organization can legitimize responsibility for any business, that organization must acquire suitable structures, frameworks, and policies to really acknowledge esteem. What we do is to look at these outline decisions, concentrating on the size and roles of corporate headquarters in molding and controlling business unit method and execution, as well as establishing centers of competences.