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The listed selected business development scenarios and projects show examples of successful implementations based on an initial situation and the achieved output.

Development and implementation of a Maturity-Model-SW to identify innovations and measure the progress.

Initial situation:

  • High risk when investing in (external) innovations.

  • Unclear chances of success of the innovations at the beginning.

  • No standardized measurement and documentation established.

  • Low innovation speed.



  • Developing and implementing software based on a scientific model has reduced the chances of risk and error in the evaluation of innovations.

  • Investments are optimally protected.

  • The speed of innovation has become relatively measurable and comparable.

  • An integrated action suggestion system has been added as a valuable adjunct feature.

  • Confidence in the innovations and projects has been greatly enhanced by transparency.

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Creating new growth areas through the analysis of customer motives and a targeted offer for unoccupied subjects.

Initial situation:

  • The buyer group was segmented only according to socio-demographic criteria and supervised according to the watering can principle.

  • A real dispute with the customers was missing.

  • The aging of the customers was recognized as a problem.

  • A market and competition observation did not take place.



  • An analysis of how the competition operates in other markets brought new ideas that were reviewed and improved in part.

  • The customer segmentation was based on motives and not only on socio-demographic criteria.

  • An unoccupied purchase motive led to the development of a marketing idea: products, communication, activities.

  • The development of target group adequate communication - motivated.

  • The entire business was put on several 'pay pillars' and is therefore more stable.

Generation and introduction of the first product distributed exclusively via e-business.


Initial situation:

  • One-dimensional sales structure via brokerage and direct sales.

  • No sales via e-commerce throughout the value-added cycle.



  • By screening the existing products and making a selection, a transformation (including pricing and logistics) into an e-business-capable product involving all relevant departments took place.

  • In addition to communication to the outside (end customer) for the first time internal communication to brokers and sales.

  • The creation of the first e-business capable product in the entire company and the starting signal for e-business.

Merger of two competitors into a market-leading company thanks to massive increases in sales and profits while exploiting synergies.

Initial situation:

  • 2 service companies with varying levels of innovation, efficiency and customer base.


  • Integration of the innovative national company into an international network.

  • Use of synergies and quality improvement through best practice.

  • Harmonization of processes and contract systems.

  • Creating a new corporate culture with new role definitions for all employees.




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