In the first part of his guide to crisis prevention, enomyc author Jan-Ulrik Holsten explained the common patterns of corporate crises and the hurdles that must be overcome to prevent them successfully. One key challenge is transforming data into meaningful insights. In the second installment, he illustrates this process using the example of early risk detection systems, which play a crucial role in overcoming this obstacle.
The much-anticipated economic upturn, recently forecasted by some economists, seems to be on hold for now. The rising number of bankruptcies also does not suggest a trend reversal anytime soon. Estimates predict at least 20 percent more business insolvencies this year. From over 1,400 projects, we know that corporate crises don't happen overnight. They usually follow a predictable pattern, and many could be entirely avoided if management adhered to a few key principles and activated the right levers at the right time. enomyc author Jan Ulrik Holsten explains what is essential in this process.
Optimizing the product range involves far more than just updating the product and service offering. Rather, it is about drawing a sharp line between profitable and market-relevant products and those that tie up resources without generating corresponding returns. Anyone who dares to take this step should not shy away from complex processes, comprehensive data analyses and a structured examination of market dynamics.
Many SMEs are being forced to optimize their operational processes due to growing pressure on earnings. What is often overlooked is the overhead area. Experience shows that many medium-sized companies in particular are lugging around unnecessary ballast. Yet there is enormous potential for reducing costs in the overhead area: 15 to 18 percent is not uncommon.
We are in the midst of the energy crisis, watching prices skyrocket and the recession is already upon us. The rule for companies is that they must pass on the increased factor costs to the market, but at the same time radically reduce their costs. What should be the primary focus now? What options are available to companies, and which areas of the company are crucial for overcoming the crisis?
What do top performers in marketing and sales do differently than other companies? How do they succeed in generating more sales and margins even under pandemic conditions? The first part of our series of topics focused on the paradigm shift in the procurement behavior of purchasing organizations. Based on discussions with managers from purchasing and sales departments as well as our project work, four central success patterns could be identified across all industries.
The rules for successfully marketing products and services in B2B business have changed significantly in recent years. Digitization has not only changed the purchasing behavior of buyers, it has also opened up completely new and very promising marketing and sales processes.
The second part of our series of topics will therefore be devoted to service-based business models in times of crisis. What makes service-based business models particularly successful in times of crisis? Why is digitization an important driver for new service products, and how can services be developed in a customer- and value-oriented way?
Expanding the service business appears particularly promising as an alternative way to increase earnings. But what does it mean in concrete terms to attach appropriate relevance to the service business? What implications does this have for corporate management and what is involved in the service strategy and expansion of the service portfolio?
In many companies, the scope for improving profitability through cost reductions has become narrower. The implementation of efficiency improvements often requires great efforts on the part of companies. Price measures, on the other hand, are easier to implement and offer significantly better opportunities for a substantial but also sustainable improvement in profitability
