SPECIFIC TOPICS

BRAND ARCHITECTURE

Growing organizations are faced at some point with the decision of how many and which brands they need in order to present their services to customers and employees in a comprehensible way.

From the many options – from one corporate brand for all services to independent individual brands – we develop an optimal solution with you and work out its consequences for brand management. In coordination with corporate strategy and goals, clarity is created about the brand architecture and its organizational anchoring.

How can the company’s service portfolio be structured coherently?

How many and which brands are needed?
Which demarcation, connection and designation logic is comprehensible and attractive for customers and employees?

What does the company stand for as an employer?

How can highly qualified employees be found and retained by the company?
Which target groups on the labor market should be addressed?
What value proposition differentiates the organization from its competitors?

EMPLOYER BRANDING

Every organization is faced with the challenge of finding employees who are best qualified for the tasks at hand and retaining them in the long term.

We work with you to develop the positioning that makes your company particularly attractive to sought-after talents and how this can be communicated internally and externally. In this way, existing employees become ambassadors and potential employees become fans of the employer brand. At the same time, this positioning is the basis for operational measures (campaign planning, control of relevant contact points, monitoring) and the common thread for combining individual activities into a coherent whole.

EMPLOYER BRANDING

Every organization is faced with the challenge of finding employees who are best qualified for the tasks at hand and retaining them in the long term.

What does the company stand for as an employer?

How can highly qualified employees be found and retained by the company?
Which target groups on the labor market should be addressed?
What value proposition differentiates the organization from its competitors?

DESTINATION AND REGIONAL DEVELOPMENT

Destinations and regions increasingly see themselves as brands with the claim to create coherent, attractive experiences that are typical for the region at all contact points. Due to the heterogeneity of contact points and the often different objectives of stakeholders, all of which influence the perception of the region, consistent action becomes a challenge.

We involve all stakeholders in the development of a coherent future image for a region or destination with the help of participative processes. In this way, we generate the necessary commitment to create attractive experiences for locals and guests.

What does a destination or region stand for?

What is the strategic future profile of the region?
What makes it unique and attractive?
What experiences and services should characterize its reputation?Which stakeholders are to be considered in the development and implementation of this profile?

What influence do changes in the general conditions have on the future of an organization?

What changes in relevant environmental dimensions (e.g..: Technology, competition, customer expectations, overall economy, labor market, law or politics) are conceivable?
What are the consequences and challenges?
Which activities are to be set?

SCENARIO PLANNING

The development of promising visions of the future involves the problem of a fundamentally uncertain future. Many people find it difficult to imagine in which directions the general conditions relevant to the company (technology, culture, economy, customer behavior) could develop.

By developing scenarios, we provide impulses that help decision-makers to assess possible changes and their impact on the success of the company. In this way, we provide a playing field in which companies can prepare for opportunities and challenges instead of viewing the future as an unpredictable black box or projecting current success paths into the future without question.

SCENARIO PLANNING

What influence do changes in the general conditions have on the future of an organization?

What changes in relevant environmental dimensions (e.g..: Technology, competition, customer expectations, overall economy, labor market, law or politics) are conceivable?
What are the consequences and challenges?
Which activities are to be set?

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MORE SERVICES

Brand & Positioning Growth Strategy Business Model Strategy Implementation

	Methoden	Techniken
Qualitativ	Beobachtung Tiefeninterviews Fokusgruppen Netnographie
Quantitativ	Onlinebefragungen	Conjoint Analysen Regressionsanalysen fsQCA
Sekundäranalyse	Verkaufsstatistiken (Land/Region) Feedback von Nutzern Mitbewerberanalysen

	Methoden	Techniken
Qualitativ	Beobachtung Tiefeninterview Fokusgruppen Experteninterview Netnographie	Diaries Pre-Tasks Assoziative / Projektive Techniken Collagen Prototypentest Szenarioanalysen Morphologischer Kasten
Quantitativ	Onlinebefragung	Conjoint Analyse Van Westendorp Price SensitivityMeter fsQCA Regressionsanalysen
Sekundäranalyse	Trendreport wissenschaftliche Literatur	Zeitreihenanalyse

	Methoden
Qualitativ	Kunden- und Experteninterviews Beobachtungen Mystery Shopping Netnographie
Quantitativ	Onlinebefragung Paper & Pencil Befragungen
Sekundäranalyse	Recherche (online und offline) Trendreports (z.B. Mintel) Bestehende Reports

	Methoden
Qualitativ	Beobachtungen Experteninterviews / Lead User Interviews Netnographie Ad-hoc Trendscouting durch professionelle Trend Spotter
Quantitativ	Onlinebefragungen
Sekundäranalyse	Trendreports Wissenschaftliche Literatur