Wenn bewährte Stärke zur Hürde wird – und neues Denken gefragt ist
An internationally active technology company headquartered in northern Germany has established itself over decades as a reliable partner for highly complex automation solutions. The combination of in-depth engineering knowledge, excellent implementation expertise and established customer relationships has made the company one of the leading providers in the context of industrial production and logistics environments.
However, the market in which this strength grew is changing fundamentally. Customers are thinking in longer cycles, investing more cautiously and demanding more at the same time. At the same time, new competitors are appearing, offering products at significantly lower prices or completely rethinking automation.
As a result, the company's business model, which has been successful for decades, is coming under structural pressure. The pure sale of technology, however outstanding it may be, is losing its strategic viability.
The management recognizes that a new business logic is needed that proactively shapes change instead of chasing after it. IMP is involved as a partner for strategic business model innovation - with the task of jointly developing and validating trend-setting options for a future-proof positioning and transferring them into an effective transformation architecture.
A)
B)
Ein typisches IMP Projekt könnte bei dieser Problemstellung wie folgt aussehen:
A)
Various tools and methods can be used to develop a sustainable positioning - for example to analyze customer needs, market logic or strategic differentiation approaches. One possible approach would be to position the company as a solution provider: The company would focus more on selling complete systems - i.e. machines in conjunction with software, service and other services. This would allow customer needs to be addressed in a more targeted manner, while at the same time enabling a clearer differentiation from the competition.
B)
Depending on the chosen positioning, the individual dimensions of the business logic must be further developed in a coherent manner. In the case of a solution-oriented approach, this applies not only to the range of services but also to value creation in particular - for example through the targeted expansion of software and service expertise. The market approach is also changing: sales are becoming more consulting-intensive, solution orientation and system understanding are moving more to the fore. And last but not least, this has an impact on the revenue logic: instead of one-off sales, recurring revenues or usage-based variants can arise - depending on the model - all the way to „Automation as a Service“
Hier sind insbesondere kulturelle Aspekte zu berücksichtigen. Beispielsweise:
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