The interim manager's client was an internationally active German family business of group size with an annual turnover of around 1 billion euros. in 2018, the company had transferred its production technology with around 150 employees into an independent GmbH & Co. KG had been transferred. This unit was now to not only work for the internal production units within the Group, but also operate independently on the market, generate external sales and grow. However, the specific business model had not yet been finalized at this point in time.
USPs identified in workshops and project plan with milestones created
In order to make the most of the spin-off company's potential, the interim manager first initiated workshops with department heads, developers, programmers and specialists to identify the unique selling points of the production technology. Once the unique selling propositions (USPs) had been defined, a project plan with the following milestones was drawn up:
- Recording the business processes
- SWOT - market analyses - risk analyses
- Decision on the key market
- Business plan/Canvas business model for market entry
- Workshops/coaching sessions - sales channels; marketing plans; Sustainability assessment
- Digitization recommendations/IT tools (web presence, market communication, CRM, project management software)
- Strategy development (green label, sustainability, branding, Partnering)
- Joint trade fair visits/trade fair concept
- Development of a roadmap
Market research follows identification of unique selling points
The production unit's USPs included extensive expertise in the processing of small and very small parts and in the area of hygiene. The customer also had extensive expertise in the robotics segment. An international network, particularly in Europe and China, rounded off the USP profile.
In addition, the interim manager identified several tools and services with high sustainability potential through efficient energy and resource savings as unique selling points. Sustainability management had not yet been established in the company.
The USPs were initially used to segment 3 possible new target markets according to size, growth, countries, competitors and geopolitics. In cooperation with the managers involved, the interim manager compared the results with the company's capabilities in a SWOT analysis. This was followed by a risk analysis.
Healthcare sector defined as target market - business plan developed
Based on the clear analysis and the interim manager's recommendation, the management team defined the healthcare sector as the new target market. The interim manager developed a canvas business model and a small business plan, which was approved by the advisory board and management board.
Sustainability concept at the heart of the marketing strategy
In the next step, the interim manager focused primarily on communication policy and sales for the new market. In terms of positioning, particular emphasis was placed on communicating sustainability with visions and values. The goal: to generate better visibility and more success in the target groups of conservative mechanical engineering.
The interim manager was significantly involved in the following sub-projects, among others:
Communication:
- Development of a marketing plan (budget)
- Media advertising, focus on sustainability (trade fairs, web page, videos, flyers, social media)
- Trade fairs (concepts, partners, locations, communication guidelines for sustainable orientation)
- Public relations (social networks, educational institution, green label)
- Internal workshops, knowledge transfer, task allocation, sustainability orientation
Sales:
- Setting up direct sales (recruitment)
- Digitization recommendations for CRM and project management
- Inside sales and back office set-up, Contract management
- planning dealer sales/partners (mainly abroad)
- separation of project/service management
- communication guidelines for sustainable sales
Together with the managing director and some line managers, the interim manager also visited trade fairs and customers. In these meetings, he gained an overview of the market participants, the end products on the market and their prices. It was also important to make contacts and hold initial discussions. During the discussions, there was consistently positive feedback for the new offering - especially for the dedicated focus on sustainable solutions and services.
Orders ensure great satisfaction - highly motivated workforce
After 6 months, the interim mandate was successfully completed. The first orders in the new target market left the client very satisfied with the results.
The project also had a very positive impact on the workforce with its focus on sustainability. The majority of employees developed an enthusiasm for sustainability issues. This resulted in a commitment to incorporate more energy-saving solutions and concepts into new products and services. A modified company logo - Green Label - is being considered.
The costs of the interim mandate were more than amortized in a very short time thanks to the orders announced. The client is left with the certainty that they have chosen the right industry and set the course for future growth in terms of sustainability.
