• Company

  • Industry: Supply and disposal services
  • Type of company: Group subsidiary, imprinting of a medium-sized company
  • Company size: Approx. 2,500 employees
  • Turnover: Approx. EUR 1.5 billion

  • Project objective

  • Aligning the organization with the customer
  • Change of perspective: from “business segment silos” to a broader customer perspective
  • Shift in resources towards key customer segments and services
  • Customer integration through proactive customer solutions for strategically important customers

  • Initial situation

  • Asset-driven, autistic organization with strong “silo thinking” in business segments
  • Margin loss

  • Procedure

  • Planning and implementation of a strategy review focusing on: Market and competition analysis, core competency analysis, customer segmentation, derivation of strategic challenges
  • Development and evaluation of different strategic options
  • Development of a sustainable vision of the future (strategic positioning and goals)
  • Redefinition of the value proposition for each target customer segment, taking into account the objectives of “increasing customer satisfaction and loyalty” and “resource optimization”
  • Development and implementation of a new (strategic) customer management process to identify market and customer developments as well as own performance potential, implementation of the findings in specific customer segment strategies as well as implementation by the service providing units including all responsibilities, interfaces and decision routines
  • Development and implementation of an internal communication concept to support the change process

  • Results

  • Vision with strategic positioning
  • 7 customer segments with differentiated value propositions based on 2 basic strategies
  • New customer management organization with a new customer management process
  • Shift of resources with a significant increase in efficiency

  • Project time

  • 36 months

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