Competencies
Developed over years,
Our competencies in the Field of Business Consulting focuses on the sustainable improvement of the profit situation and the increase of the company value in its customer projects. The employees have decades of experience and comprehensive competencies in the fields of analytics, business field development as well as process optimisation. Therefore, clients like to draw on our cross-industry experience, which allows us to bring new approaches and innovative solutions to projects.
Our customers particularly appreciate the very trusting and cooperative partnership
- Developing Business Model and Portfolio
- Designing Lean Operations
- Implementing programs and projects
- Start-up support and coaching
- M&A Support
- Revolutionizing Time-to-Market for Competitive Advantage
- Business Transformation for Product Portfolio Expansion and Efficiency Improvement
- Building Smart Services
The business model and the portfolio form the basis for the current as well as the future success of a company.
Goal
Our goal is to work with the client to develop future proof digital or hybrid business models based on a sustainable strategy. The focus is on the involvement of the employees. Because business success can only be ensured with motivated and convinced employees.
Approach
Every development of a portfolio or business model is thought of holistically. An “as-is” assessment, solution development and its impact play an equally important role as looking at the market dynamics and the ECO SYSTEM in which the company finds itself. In this way, we ensure that the project does not just have a short-term effect, but achieves sustainable and future-proof success for the company.
For the project implementation, we use proven as well as modern innovative tools and methods (customer journey, GAP analyses, value benefit analyses, strategic & operational fit assessment, CANVAS, scenario models, simulation).
Scenario analysis using simulations is particularly important to us. Through this approach, our clients can assess different solution strategies in detail and select the most suitable one for their company using the “Strategic and Operative Fit Methodology”.
In every project, we place a special focus on the early involvement of management and staff in a flat project hierarchy.
Results
Based on the project objectives, our clients receive, in addition to comprehensive documentation, calculated investment ROI and business case considerations as well as concrete implementation recommendations. Additionally, we are available for program, interim and project management, from implementation to piloting and handover to regular operation.
Our services:
- Workshop to identify “Quick Win” potentials
- Business Strategy Development
- Business model analysis and evaluation
- Determine maturity level of digitalisation (horizontal / vertical)
- Portfolio development
- Creation of business plans
Companies with lean, horizontal and vertical value chains are better able to react quickly and agilely to changing customer and market requirements than companies with traditional structures. This is independent of industry and company size.
Goal
Our target is to optimise company processes and interfaces within the eco-system and the value chain within the framework of the project order and in close coordination with our customers in such a way that significant increases in efficiency can be achieved, customer satisfaction increased and quality improved.
Approach
Using modern analysis tools and methods, transparency is created over the entire value creation and the eco-system, the project baseline is determined, possible project goals are set, and this is coordinated with all stakeholders.
The following methods are used:
- Value stream design
- Data analytics
- Process mining
- Process mapping and solution design
- Cost / benefit analysis
- Simulation
It is particularly important to define the delivery and performance promise for the standard of the value chain with all stakeholders in a first step. From this, the goals for Lean Operations are derived. With our toolbox, we develop various alternative solutions including feasibility scenarios and potential calculations.
After defining the final implementation scenarios, project plans are developed, project teams are assembled and the roll-out is planned. The piloting and the knowledge gained from it form the basis for a successful implementation.
By establishing a “lean culture”, the organisation is enabled to quickly adapt to changes in requirements and proactively solve the challenges that arise.
Results
With a successfully completed project, our clients are able to sustainably reduce costs, increase volume and speed, and improve the company’s environmental footprint. Depending on the goal of the project, measures have been established, processes documented and management tools introduced for control.
Our services:
- Workshop to identify “Quick Win” potential
- Data analytics and process mining
- Baseline setting and identification of saving potential
- Process mapping with solution design – SOPs (Standard Operating Processes)
with evaluation models - Digital solutions with modern technologies such as IOT / BI / 5G
- Piloting and implementation support
- Supply chain strategy
Agile project management enables short reaction times and flexible action in a dynamic, permanently changing environment. The key to success lies in open, cross-hierarchical communication and involvement of all relevant stakeholders from day one.
Goal
Our highest goal in managing projects and programmes is to achieve the objectives while adhering to the defined time, cost and quality frameworks, and furthermore to establish an open culture of cooperation across all hierarchical levels.
Approach
The basis is a clearly defined project mandate with a governance model that is agreed upon and accepted by all stakeholders.
Depending on the scope of the project, the following aspects in particular must be considered:
- The time frames
- The size
- The complexity
Based on this, the appropriate method, classic, agile or hybrid model, is selected and applied.
Foundation for the project’s success is the active involvement of all project members (“One Team”) with open and situationally adapted communication rules. The common understanding of the project goals is the basis for the goal-oriented fulfilment of the work packages.
For successful management, we attach great importance to transparency on deadlines, costs, quality and risks at all times. Proactive action at all management levels, continuous risk assessment in terms of adherence to deadlines, costs and feasibility determine our daily work.
Results
Clear target tracking through continuous monitoring and timely response to deviations ensure success. Data-based information enables fact-based decisions and supports open communication. A clear path to project success.
Our Services:
- Creation of project specifications and governance structures
- Coordination, involvement and agreement with all stakeholders at all management levels
- Leadership and support for systemic challenges
- Continuous monitoring and problem solving of all bottlenecks
- Motivation and leadership of teams
- Interim implementation
The innovative strength and the team of a start-up influence the market success and the possibilities of financing.
Goal
We support young companies in developing sustainable growth areas with a sound business plan, a medium-term company evaluation and a review of your process model. The goal is to convince financially strong investors and secure medium-term financing.
Approach
The approach varies depending on the company’s phase—seed or already entering the growth stage.
During initial discussions, a 360-degree feedback and a first evaluation of the business model are conducted.
At this point, the value proposition takes priority in all considerations.
In this context, relevant trends are linked to specific solutions and products.
From there, use cases for target groups can be derived and analyzed.
Additionally, it is crucial to examine the competitive landscape and define key differentiators and USPs.
Moreover, the focus lies on understanding the “What’s in it for me?” from the target customer’s perspective.
Customer benefits are then translated into a structured calculation model for deeper business evaluation.
This includes the offer, creation costs, and both sales and operating models, along with related dependencies.
Based on that foundation, detailed scenarios are developed using clearly defined parameters.
All components are then integrated into a comprehensive business picture.
Subsequently, results are prepared as presentations for use in investor and client meetings.
In parallel, high importance is placed on agility and the continuous integration of customer feedback.
Results
Our clients receive an evaluation of their current business model, financing models with growth scenarios and support in client and investor meetings. We prepare pitch documents, represent the interests of the startup and establish contacts with potential customers as well as investors.
Our services:
- „Quick scan” of the business model
- Coaching Workshop
- Due Diligence Light
- Scenario models for profit & loss / cash flow
- Company valuation model
- Investor and pitch presentations
Every transaction is specific and has its own objectives. Interdependent factors determine the course of a company acquisition.
Target
We support our clients in financial due diligence and offer a holistic company valuation. We focus on the evaluation of opportunity and risk potentials, which we consider with scenarios. In the context of company acquisitions, we take over the management of post-merger integrations.
Approach
Based on a checklist, we create an overview of the basic topics of a company, the economic fundamentals such as market, products, competition, sales, personnel, organisation, the data from finance and accounting, IT up to corporate planning. Our team then evaluates synergies in the form of possible scenarios, integrating these into the company valuation for purchase price determination. From this, a range for the company value is derived, which also helps determine a possible purchase price. Further findings from the due diligence, following various discussions with the parties involved from personnel, technology, legal and tax, are incorporated into the valuation.
In the context of a post-merger integration, we draw up an action list to manage the transaction and secure the existing business base.
Implementation of the business management model and objectives is translated into task modules and set up and implemented in the form of a programme management. The orientation of the company is shaped with the revision of the business model and a possible strategic repositioning. A management structure, for a transitional phase as well as for the future set-up, is to be aligned with the strategy and the business model. All goals and results are incorporated into a “Full Potential Plan”.
Results
Our clients receive a due diligence report with a profit and loss calculation and an overview of the synergies of the transaction. The results flow into a valuation model for the company value, which we determine and present using the DCF methodology. We develop scenarios with a base, real and best-case model.
Within the framework of a PMI project, we manage the integration as a programme and actively steer the individual task areas. We shape the process on both the strategic and operational side and support management in developing the future set-up and direction.
Our Services:
- Financial due diligence
- Company valuation with DCF method
- Valuation report
- Post Merger Integration
- Management of the transaction
- Protection of the existing business base
- Development of the business ratio
- Business model for post integration
- Governance structure
- Full Potential Plan
1. Challenge
In a rapidly evolving industry where customer demands and competitive pressure are constantly rising, our company faced the urgent need to fundamentally transform its product development processes.
The development cycle exceeded two years, hindered by a lack of consistent platforms and standardized design principles.
In addition, the company suffered from a 3–4 year technology gap, resulting in significant competitive disadvantages.
This disadvantage was particularly evident when compared to our major competitors from China, who responded to customer requirements within 6–12 months and brought new products to market far more quickly.
2. Approach
To tackle this challenge, we implemented an innovative end-to-end (E2E) development model, enabling us to drastically reduce development time and sustainably enhance our competitiveness.
The process began with a comprehensive analysis of the current state, including stakeholder interviews and cross-functional workshops.
Based on these insights, we redesigned the entire development workflow and identified over 90 transformation initiatives, which we consolidated into 32 core projects across the full value chain.
A key element of this transformation was the implementation of a technology and development frontloading model, ensuring that we stay at the cutting edge of innovation and significantly accelerate time-to-market.
3. Results
The impact was clear and measurable:
We reduced development time by over 40% for platform-based products and by more than 50% for product variants.
In parallel, we introduced a holistic operating model that transformed our entire development organization. This included:
- The creation of a new governance framework
- The definition of a blueprint for project management and capacity planning
- Targeted training sessions for all stakeholders involved
Our success was further supported by the implementation of a new KPI model and the development of robust business scenarios.
These measures ensured that all project teams consistently worked toward efficiency, transparency, and goal achievement.
1. Challenge
The company faced the urgent task of significantly expanding its product portfolio to meet growing market demands. A key objective was to launch approximately 75 new products annually by 2025 – around 40 developed in-house and 30 sourced through ODM (Original Design Manufacturer).
At the same time, the total cost ratio (TC) needed to be reduced by 55% compared to 2020 by optimizing platforms, improving design, and increasing the efficiency of procurement and bill of materials.
Additionally, development times had to be cut to 6 months for core products and 3 months for variants – without increasing development costs.
2. Approach
To achieve these ambitious goals, a clearly structured three-phase transformation model was introduced, aimed at creating a sustainable competitive advantage:
Phase 1: The foundation was laid through the implementation of a standardized business model and precise target costing. This led to significant optimization of both Time-to-Market (TTM) and Total Cost (TC).
Phase 2: The R&D organization was realigned to make the development process more efficient. A frontloading strategy was implemented to integrate customer requirements early into product development and maximize efficiency from concept to customer.
Phase 3: Finally, a global EMS (Electronic Manufacturing Services) approach was established to increase market penetration and ensure scalability. This process promised significant cost reductions and faster market entry.
3. Results
Through this transformation, the company was able to develop and successfully implement more than 30 strategic initiatives across portfolio, sales, R&D, and operations.
One highlight was the Time-to-Market stream, which established a framework for frontloading – from defining customer requirements to implementing platforms. This included deriving the design baseline and conducting product studies.
The results were impressive: lead times were reduced by over 30%, while the strategic realignment of R&D and operations led to cost savings of around 40%.
This success was further supported by the introduction of a driver tree model, which specifically promoted efficiency gains and placed a strong focus on future-oriented business processes.
“Smart services are a combination of physical and digital value-added services based on smart products. They combine physical and digital services to create new, intelligent products and digitally enhanced business models.
The business and economic potential of such services is enormous and will essentially determine the future success of the company.
Those who want to successfully introduce, use and offer “smart services” must digitalise their business processes.
Goal
Our goal is to quickly create success and added value for our clients.
Many companies still rely on traditional, thorough Smart Service development from start to finish. Only after final evaluation and maturation of prototypes are these presented to the customer.
Our approach is different. The aim is to map the pure core functionalities of a new service in order to quickly create added value in solving the customer’s problem, to gather relevant feedback, and thus to accelerate further development.
Focusing on the essential core functionalities enables a short development time and early market entry. With this approach, initial market experience can be gained and adjustments made in the early development phase. This ensures the sustainable market success of the “Smart Services”.
Approach
Our approach comprises 2 levels:
- the strategic and planning level
- the development and implementation level
At the strategic and planning level, there are five key phases:
- strategic orientation
- planning the smart service portfolio
- planning the business architecture
- the design of the smart service organisation
- the conception of the “Smart Service” strategy
In addition to a comprehensive analysis, special attention is paid to the development of the customer benefit (external = customer-oriented, internal = own company).
At the development and implementation level, we work with co-creation partners who ensure rapid development in order to test market acceptance and customer added value very quickly with an initial Minimal Viable Product (MVP).
Results
Based on the project goals, our clients receive comprehensive documentation, calculated investment, ROI and business case considerations, concrete implementation recommendations and/or developed MVPs. In addition, we support the implementation as well as the piloting until the handover into regular operation in the context of programme, interim and project management.
Our Services:
- Smart Services” workshop with “Quick Win” determination
- Determining the maturity level of digitalisation (horizontal / vertical)
- Smart Services strategy development
- Smart Services portfolio development
- Development of digital processes along the value chain (vertical and horizontal)
- Develop MVPs in cooperation with partners
Developing Business Model and Portfolio
The business model and the portfolio form the basis for the current as well as the future success of a company.
Goal
Our goal is to work with the client to develop future proof digital or hybrid business models based on a sustainable strategy. The focus is on the involvement of the employees. Because business success can only be ensured with motivated and convinced employees.
Approach
Every development of a portfolio or business model is thought of holistically. An “as-is” assessment, solution development and its impact play an equally important role as looking at the market dynamics and the ECO SYSTEM in which the company finds itself. In this way, we ensure that the project does not just have a short-term effect, but achieves sustainable and future-proof success for the company.
For the project implementation, we use proven as well as modern innovative tools and methods (customer journey, GAP analyses, value benefit analyses, strategic & operational fit assessment, CANVAS, scenario models, simulation).
Scenario analysis using simulations is particularly important to us. Through this approach, our clients can assess different solution strategies in detail and select the most suitable one for their company using the “Strategic and Operative Fit Methodology”.
In every project, we place a special focus on the early involvement of management and staff in a flat project hierarchy.
Results
Based on the project objectives, our clients receive, in addition to comprehensive documentation, calculated investment ROI and business case considerations as well as concrete implementation recommendations. Additionally, we are available for program, interim and project management, from implementation to piloting and handover to regular operation.
Our services:
- Workshop to identify “Quick Win” potentials
- Business Strategy Development
- Business model analysis and evaluation
- Determine maturity level of digitalisation (horizontal / vertical)
- Portfolio development
- Creation of business plans
Designing Lean Operations
Companies with lean, horizontal and vertical value chains are better able to react quickly and agilely to changing customer and market requirements than companies with traditional structures. This is independent of industry and company size.
Goal
Our target is to optimise company processes and interfaces within the eco-system and the value chain within the framework of the project order and in close coordination with our customers in such a way that significant increases in efficiency can be achieved, customer satisfaction increased and quality improved.
Approach
Using modern analysis tools and methods, transparency is created over the entire value creation and the eco-system, the project baseline is determined, possible project goals are set, and this is coordinated with all stakeholders.
The following methods are used:
- Value stream design
- Data analytics
- Process mining
- Process mapping and solution design
- Cost / benefit analysis
- Simulation
It is particularly important to define the delivery and performance promise for the standard of the value chain with all stakeholders in a first step. From this, the goals for Lean Operations are derived. With our toolbox, we develop various alternative solutions including feasibility scenarios and potential calculations.
After defining the final implementation scenarios, project plans are developed, project teams are assembled and the roll-out is planned. The piloting and the knowledge gained from it form the basis for a successful implementation.
By establishing a “lean culture”, the organisation is enabled to quickly adapt to changes in requirements and proactively solve the challenges that arise.
Results
With a successfully completed project, our clients are able to sustainably reduce costs, increase volume and speed, and improve the company’s environmental footprint. Depending on the goal of the project, measures have been established, processes documented and management tools introduced for control.
Our services:
- Workshop to identify “Quick Win” potential
- Data analytics and process mining
- Baseline setting and identification of saving potential
- Process mapping with solution design – SOPs (Standard Operating Processes)
with evaluation models - Digital solutions with modern technologies such as IOT / BI / 5G
- Piloting and implementation support
- Supply chain strategy
Implementing programs and projects
Agile project management enables short reaction times and flexible action in a dynamic, permanently changing environment. The key to success lies in open, cross-hierarchical communication and involvement of all relevant stakeholders from day one.
Goal
Our highest goal in managing projects and programmes is to achieve the objectives while adhering to the defined time, cost and quality frameworks, and furthermore to establish an open culture of cooperation across all hierarchical levels.
Approach
The basis is a clearly defined project mandate with a governance model that is agreed upon and accepted by all stakeholders.
Depending on the scope of the project, the following aspects in particular must be considered:
- The time frames
- The size
- The complexity
Based on this, the appropriate method, classic, agile or hybrid model, is selected and applied.
Foundation for the project’s success is the active involvement of all project members (“One Team”) with open and situationally adapted communication rules. The common understanding of the project goals is the basis for the goal-oriented fulfilment of the work packages.
For successful management, we attach great importance to transparency on deadlines, costs, quality and risks at all times. Proactive action at all management levels, continuous risk assessment in terms of adherence to deadlines, costs and feasibility determine our daily work.
Results
Clear target tracking through continuous monitoring and timely response to deviations ensure success. Data-based information enables fact-based decisions and supports open communication. A clear path to project success.
Our Services:
- Creation of project specifications and governance structures
- Coordination, involvement and agreement with all stakeholders at all management levels
- Leadership and support for systemic challenges
- Continuous monitoring and problem solving of all bottlenecks
- Motivation and leadership of teams
- Interim implementation
Start-up support and coaching
The innovative strength and the team of a start-up influence the market success and the possibilities of financing.
Goal
We support young companies in developing sustainable growth areas with a sound business plan, a medium-term company evaluation and a review of your process model. The goal is to convince financially strong investors and secure medium-term financing.
Approach
The approach varies depending on the company’s phase—seed or already entering the growth stage.
During initial discussions, a 360-degree feedback and a first evaluation of the business model are conducted.
At this point, the value proposition takes priority in all considerations.
In this context, relevant trends are linked to specific solutions and products.
From there, use cases for target groups can be derived and analyzed.
Additionally, it is crucial to examine the competitive landscape and define key differentiators and USPs.
Moreover, the focus lies on understanding the “What’s in it for me?” from the target customer’s perspective.
Customer benefits are then translated into a structured calculation model for deeper business evaluation.
This includes the offer, creation costs, and both sales and operating models, along with related dependencies.
Based on that foundation, detailed scenarios are developed using clearly defined parameters.
All components are then integrated into a comprehensive business picture.
Subsequently, results are prepared as presentations for use in investor and client meetings.
In parallel, high importance is placed on agility and the continuous integration of customer feedback.
Results
Our clients receive an evaluation of their current business model, financing models with growth scenarios and support in client and investor meetings. We prepare pitch documents, represent the interests of the startup and establish contacts with potential customers as well as investors.
Our services:
- „Quick scan” of the business model
- Coaching Workshop
- Due Diligence Light
- Scenario models for profit & loss / cash flow
- Company valuation model
- Investor and pitch presentations
M&A Support
Every transaction is specific and has its own objectives. Interdependent factors determine the course of a company acquisition.
Target
We support our clients in financial due diligence and offer a holistic company valuation. We focus on the evaluation of opportunity and risk potentials, which we consider with scenarios. In the context of company acquisitions, we take over the management of post-merger integrations.
Approach
Based on a checklist, we create an overview of the basic topics of a company, the economic fundamentals such as market, products, competition, sales, personnel, organisation, the data from finance and accounting, IT up to corporate planning. Our team then evaluates synergies in the form of possible scenarios, integrating these into the company valuation for purchase price determination. From this, a range for the company value is derived, which also helps determine a possible purchase price. Further findings from the due diligence, following various discussions with the parties involved from personnel, technology, legal and tax, are incorporated into the valuation.
In the context of a post-merger integration, we draw up an action list to manage the transaction and secure the existing business base.
Implementation of the business management model and objectives is translated into task modules and set up and implemented in the form of a programme management. The orientation of the company is shaped with the revision of the business model and a possible strategic repositioning. A management structure, for a transitional phase as well as for the future set-up, is to be aligned with the strategy and the business model. All goals and results are incorporated into a “Full Potential Plan”.
Results
Our clients receive a due diligence report with a profit and loss calculation and an overview of the synergies of the transaction. The results flow into a valuation model for the company value, which we determine and present using the DCF methodology. We develop scenarios with a base, real and best-case model.
Within the framework of a PMI project, we manage the integration as a programme and actively steer the individual task areas. We shape the process on both the strategic and operational side and support management in developing the future set-up and direction.
Our Services:
- Financial due diligence
- Company valuation with DCF method
- Valuation report
- Post Merger Integration
- Management of the transaction
- Protection of the existing business base
- Development of the business ratio
- Business model for post integration
- Governance structure
- Full Potential Plan
Revolutionizing Time-to-Market for Competitive Advantage
1. Challenge
In a rapidly evolving industry where customer demands and competitive pressure are constantly rising, our company faced the urgent need to fundamentally transform its product development processes.
The development cycle exceeded two years, hindered by a lack of consistent platforms and standardized design principles.
In addition, the company suffered from a 3–4 year technology gap, resulting in significant competitive disadvantages.
This disadvantage was particularly evident when compared to our major competitors from China, who responded to customer requirements within 6–12 months and brought new products to market far more quickly.
2. Approach
To tackle this challenge, we implemented an innovative end-to-end (E2E) development model, enabling us to drastically reduce development time and sustainably enhance our competitiveness.
The process began with a comprehensive analysis of the current state, including stakeholder interviews and cross-functional workshops.
Based on these insights, we redesigned the entire development workflow and identified over 90 transformation initiatives, which we consolidated into 32 core projects across the full value chain.
A key element of this transformation was the implementation of a technology and development frontloading model, ensuring that we stay at the cutting edge of innovation and significantly accelerate time-to-market.
3. Results
The impact was clear and measurable:
We reduced development time by over 40% for platform-based products and by more than 50% for product variants.
In parallel, we introduced a holistic operating model that transformed our entire development organization. This included:
- The creation of a new governance framework
- The definition of a blueprint for project management and capacity planning
- Targeted training sessions for all stakeholders involved
Our success was further supported by the implementation of a new KPI model and the development of robust business scenarios.
These measures ensured that all project teams consistently worked toward efficiency, transparency, and goal achievement.
Business Transformation for Product Portfolio Expansion and Efficiency Improvement
1. Challenge
The company faced the urgent task of significantly expanding its product portfolio to meet growing market demands. A key objective was to launch approximately 75 new products annually by 2025 – around 40 developed in-house and 30 sourced through ODM (Original Design Manufacturer).
At the same time, the total cost ratio (TC) needed to be reduced by 55% compared to 2020 by optimizing platforms, improving design, and increasing the efficiency of procurement and bill of materials.
Additionally, development times had to be cut to 6 months for core products and 3 months for variants – without increasing development costs.
2. Approach
To achieve these ambitious goals, a clearly structured three-phase transformation model was introduced, aimed at creating a sustainable competitive advantage:
Phase 1: The foundation was laid through the implementation of a standardized business model and precise target costing. This led to significant optimization of both Time-to-Market (TTM) and Total Cost (TC).
Phase 2: The R&D organization was realigned to make the development process more efficient. A frontloading strategy was implemented to integrate customer requirements early into product development and maximize efficiency from concept to customer.
Phase 3: Finally, a global EMS (Electronic Manufacturing Services) approach was established to increase market penetration and ensure scalability. This process promised significant cost reductions and faster market entry.
3. Results
Through this transformation, the company was able to develop and successfully implement more than 30 strategic initiatives across portfolio, sales, R&D, and operations.
One highlight was the Time-to-Market stream, which established a framework for frontloading – from defining customer requirements to implementing platforms. This included deriving the design baseline and conducting product studies.
The results were impressive: lead times were reduced by over 30%, while the strategic realignment of R&D and operations led to cost savings of around 40%.
This success was further supported by the introduction of a driver tree model, which specifically promoted efficiency gains and placed a strong focus on future-oriented business processes.
Building Smart Services
“Smart services are a combination of physical and digital value-added services based on smart products. They combine physical and digital services to create new, intelligent products and digitally enhanced business models.
The business and economic potential of such services is enormous and will essentially determine the future success of the company.
Those who want to successfully introduce, use and offer “smart services” must digitalise their business processes.
Goal
Our goal is to quickly create success and added value for our clients.
Many companies still rely on traditional, thorough Smart Service development from start to finish. Only after final evaluation and maturation of prototypes are these presented to the customer.
Our approach is different. The aim is to map the pure core functionalities of a new service in order to quickly create added value in solving the customer’s problem, to gather relevant feedback, and thus to accelerate further development.
Focusing on the essential core functionalities enables a short development time and early market entry. With this approach, initial market experience can be gained and adjustments made in the early development phase. This ensures the sustainable market success of the “Smart Services”.
Approach
Our approach comprises 2 levels:
- the strategic and planning level
- the development and implementation level
At the strategic and planning level, there are five key phases:
- strategic orientation
- planning the smart service portfolio
- planning the business architecture
- the design of the smart service organisation
- the conception of the “Smart Service” strategy
In addition to a comprehensive analysis, special attention is paid to the development of the customer benefit (external = customer-oriented, internal = own company).
At the development and implementation level, we work with co-creation partners who ensure rapid development in order to test market acceptance and customer added value very quickly with an initial Minimal Viable Product (MVP).
Results
Based on the project goals, our clients receive comprehensive documentation, calculated investment, ROI and business case considerations, concrete implementation recommendations and/or developed MVPs. In addition, we support the implementation as well as the piloting until the handover into regular operation in the context of programme, interim and project management.
Our Services:
- Smart Services” workshop with “Quick Win” determination
- Determining the maturity level of digitalisation (horizontal / vertical)
- Smart Services strategy development
- Smart Services portfolio development
- Development of digital processes along the value chain (vertical and horizontal)
- Develop MVPs in cooperation with partners
