Digital. Growth.
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The high cost of rolling out high-capacity networks, whether for 5G or fiber, is increasing pressure on network operators' profitability. Residential customers in particular are currently unwilling to pay more money for a faster network, as the benefits for widespread applications are not obvious and there is a lack of established use cases. Successful positioning in the market will be challenging as new digital ecosystems with new participants emerge. Telecommunications providers must therefore position themselves clearly to maximize their added value.

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Sustainable energy solutions, such as renewable energies, energy storage and smart grids, are causing a transformation of the energy market and require a transformation of the companies operating in the field of energy. Consumer focus is shifting away from purely standard products and is accompanied by increasing customer demands. Customers want comprehensive, sustainable and affordable energy solutions. To meet these demands, companies need to adapt their product portfolio, create a customer journey that is aligned with customer needs, and develop internal processes that enable customer-centric offerings. Traditional energy suppliers must evolve into holistic solution providers for the energy transition at home. To successfully serve the increasing demand for sustainable energy solutions, it is necessary to have access to products and installation capacities and to enter into close partnerships with various partners. This leads to a more complex value chain.

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Fiber-optic companies operate in a highly competitive market. The DSL market is highly competitive. The advantages of optical fiber compared with DSL require the use of smart product and advertising strategies in addition to bandwidth. In addition, some fiber-optic companies are already expanding existing fiber-optic networks. Competition therefore takes place between the various fiber networks, not within them. Problems with processes and inadequate use of roll-out data, as well as long waiting times for connection activation, lead to customer cancellations. Both established telecommunications companies and newly established fiber-optic companies have difficulty in finding suitable structures and efficient sales processes for the fiber-optic business.

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The media industry has been in a state of upheaval for several years. In the TV environment, the intensity of competition has increased: a sharp rise in the number of global providers is pushing into the market with paid entertainment (Netflix, Disney+, etc.) and sports content (DAZN, Sky, etc.). This allows consumers to increasingly individualize their media consumption. Changing customer expectations increasingly require more flexibility and creativity in the design of attractive offers. In order to remain competitive, reduce churn and secure their future viability, companies are required to continuously optimize their products, offers and revenue models and, if necessary, enter into cooperations with partners.

In recent years, software companies have experienced an extraordinary success story. Nevertheless, in our project work we repeatedly encounter obstacles that hinder sustainable and scalable growth. One important question is how to acquire new customers in previously untapped market segments. Another issue relates to exploiting cross-sell and up-sell opportunities with existing customers. It is important to find out how to make the most of these opportunities in order to increase sales. Maximizing margins and profit is closely linked to optimizing pricing. Attracting and qualifying sales-relevant leads is another key focus. Companies must develop effective strategies to acquire and qualify high-quality leads to increase sales success.

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We use digital technologies to increase the value of home appliances. Digital transformation is now not only a necessity, but also a fundamental part of what companies do in the home appliance industry. Based on our extensive projects with various clients, we understand how to get the best value from combining traditional approaches (such as multi-level distribution) and digital initiatives (such as ecosystems) to strengthen the organization. We support our clients along the entire process - from planning and implementation to sustainable integration into the organization. This can create new value streams and business models, as well as a better understanding of customers for improved cross- and up-selling and the expansion of digital services.

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The threat to companies from new market entrants and innovative business models is greater today than ever before. These use advanced technologies such as artificial intelligence and are changing their business models in sometimes revolutionary ways. To remain competitive in this rapidly changing market environment, pioneering business models and proven go-to-market strategies are crucial. Manufacturers and distributors of industrial goods rely on networking their hardware to offer advanced solutions to their customers. Value-added services and ecosystems can secure recurring revenue. It is becoming increasingly important to position oneself as a provider of a comprehensive ecosystem where networked services complement the product portfolio.

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Motorsport is undergoing a transformation. New ways of getting around, racing series and an awareness of sustainability are leading to new demands on infrastructure and changing customer preferences. Both aspects influence the business models of existing and new race tracks and drive resorts. In addition, it is becoming increasingly difficult to attract investors for the construction of race tracks. Our support is aimed at operators, investors and visionaries who want to be able to translate trends into economically viable business models. This enables them to position themselves for the future and create the basis for convincing investors of the merits of their project.

Motorsport is undergoing a transformation. New ways of getting around, racing series and an awareness of sustainability are leading to new demands on infrastructure and changing customer preferences. Both aspects influence the business models of existing and new race tracks and drive resorts. In addition, it is becoming increasingly difficult to attract investors for the construction of race tracks. Our support is aimed at operators, investors and visionaries who want to be able to translate trends into economically viable business models. This enables them to position themselves for the future and create the basis for convincing investors of the merits of their project.