Automotive & Mobility

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BMW Group

**What moved the SME sector in 2021?**

When opportunities become blurred in the face of crises. Climate crisis, corona crisis, inflation crisis, debt crisis, trade conflicts, shortage of skilled workers, various supply crises, smoldering EU crises - we live in an era of crises. Sometimes it even seems that we perceive every new situation only through these glasses. Rarely have decision-makers had to find solutions in such a maelstrom of upheaval under such pressure of time. Companies run the risk of being driven to make decisions by others. A strong identity helps against this, and this is created by clear priorities.

We are strategists and see ourselves as an ID Company. That's why we support companies with the guiding principle "Know Your Priorities" in finding and strengthening their own identity.
In the interaction between the company's divisions, the topic of sustainability is increasingly coming to the fore.
"We are convinced that it is particularly important to strengthen medium-sized companies, including the many hidden champions, who do the right thing out of conviction and do not strive to maximize profits at any price," says our corporate strategist Philipp Lück.
"Especially here, in addition to a lot of verve, there is often a need for knowledge about environmental management, climate data and the many upcoming EU-wide requirements for companies" adds Dr. Diana Born, who looks after planetary issues for us. We advise our clients from the SME sector holistically, in which we jointly consider and further develop sustainability, business model, brand and organization.

In order to better understand the crises, tasks and solutions of SMEs, we conducted qualitative in-depth interviews with CEOs of German companies in the fourth quarter of 2021 and asked them about their most important issues.
These six priorities became clear:




**Sustainability:**
Task: real sustainability instead of greenwashing.
Solution: Understand EU environmental legislation, supply chains and certificates and derive strategies.

**Skilled workers:**
Task: attract skilled workers in an empty labor market. 
Solution: New ways of working and location-independent talent scouting.

**Internal Branding:**
Task: Retain and promote talent.
Solution: Live and strengthen the internal brand.

**Work structures:**
Task: Maintain corporate culture despite home office and pandemic.
Solution: Develop and activate corporate culture.

**Digitalization:**
Task: Create digital progress through overarching systems.
Solution: Holistic digital strategy for all areas of the company.




**If you are interested or have any questions about the study, simply contact our partner [Dr. Marc Herz](https://kup.id/shoulders/marc-herz_de).**

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Know Your Priorities - Was bewegt den Mittelstand

Know Your Priorities - What Moves the SME Sector

### Challenge
K’UP was approached by the Museum of Natural History Berlin, one of the world's most important research institutions in the field of biological, geoscientific evolution and biodiversity. The museum was to be successfully set up for the future in the long term, involving a wide range of stakeholders from the public, science, business and politics.

### Strategy
To successfully set up the Museum of Natural History long term, the brand and corporate strategy was realigned, which served as a foundation for a revised business model for the museum. The foundation for the new positioning lies in the paradigm shift from a static, passive showroom with dead exhibits to actively preserving nature. This paradigm shift applies to both the digitalization of product development and marketing. K’UP also not only accompanied numerous marketing measures and conceived digital offer innovations, but also initiated the cooperation of the largest international natural history museums on the topic of biodiversity. In addition, care had to be taken to ensure that the many different stakeholders of the Natural History Museum were considered in the development of the strategy.

**From exhibition to digital driver of biodiversity.**


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Museum für Naturkunde Berlin - Von der Ausstellung zum digitalen Treiber der Biodiversität

Museum of Natural History Berlin - From exhibition to digital driver of biodiversity

### Challenge
Within the framework of a call for tenders, the city marketing of Trier wanted a new brand strategy as well as the development of a forward-looking tourism and hotel concept taking all relevant stakeholders into account.

### Strategy
K’UP developed a clear brand strategy as well as a comprehensive tourism and hotel concept for the city of Trier. For this purpose, all relevant stakeholders from city marketing and the civic center to political institutions and interest groups were closely involved in the process.

In addition to a detailed analysis of all current offers, a holistic survey of all internal (citizens, entrepreneurs, students, hoteliers) as well as external stakeholders (visitors and tourists) was conducted. Derived from the DNA of the city, the new, future-oriented positioning of the city of Trier was defined, as well as concrete activation measures for markets, products and offers, sales channels and cooperations were elaborated. Those are the basis for the new appearance and communication of the city.

**Translating history into the future together.**


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Trier – Willkommen im dritten Jahrtausend

Trier – Welcome to the third millennium

### Challenge
The globally growing KWS SAAT SE wanted to realign the brand with changes in the Executive Board.

### Strategy
K’UP reformed the brand value based on an extensive competitive analysis and clear target customer profiles. The positioning "Make yourself grow." targets the company culture, which is characterized by entrepreneurial spirit. K’UP developed a global internal branding concept and introduced a fixed process triad in operational B2B marketing. The successfully optimized brand differentiation was followed by international naming and campaign strategies. Since then, KWS has increased net sales by 38 percent, net income by 66 percent and its share price by 80 percent. As a result, K’UP was entrusted with the development of customer journeys, marketing standards and training, detailed customer (B2B) and candidate (HR) segmentation, as well as strategy development on an international product group as well as joint venture level. 

**Make yourself grow**


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KWS – Einen starken Markenkern weltweit leben 

KWS – Living a strong brand value worldwide 

### Challenge
With WHU, one of the leading European business schools turned to K’UP to reposition itself in the higher education market for the future. 

### Strategy
K’UP initiated a sixteen-member brand board to revise the existing brand strategy across all faculties. Based on a deep understanding of the history of the university in Vallendar, K’UP conducted an in-depth target group analysis, extensive market research and value discussions. Thus, in the strategic planning, the product offers of the future were defined, the content-related development steps were determined and, together with the new brand positioning, transferred into a separate strategy house.

To activate the university strategy, K’UP not only developed a multi-year marketing plan, but also accompanied the entire organization in its implementation with an internal participation process. As a result, numerous internal and external communication strategies were launched, digital measures were designed and in-depth market research was conducted. Since then, WHU has been on a growth trajectory and had to expand at its second location in Düsseldorf.

**Courage and Commitment**


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WHU Otto Beisheim School of Management – Rollenbilder im Wandel der Zeit

WHU Otto Beisheim School of Management – Role models in times of change

In autumn / winter 2019, in cooperation with the University of Vienna and the University of Nottingham, the strategy consultancy Kleinundpläcking from Berlin interviewed over 20 sustainable start-ups from four different countries to find out what the situation is like for young, sustainable companies. The start-ups came from a wide range of industries such as FMCG, fashion, farming, infrastructure, cosmetics, energy, and many more. Nine crucial core insights for BRAND, INNOVATION and GROWTH stand out:


### Sustainability is not a trend, but a rethinking. 
Sustainability has become an irrefutable trend in recent years. The current social movement is a fundamental rethinking in the minds of many, which is also becoming politically visible through movements like Fridays-for-future. Ecological sustainability will be a hygiene factor for the following generations, without which most offers will not be acceptable at all. A rethinking that remains.

### Sustainability is difficult to communicate.
The added value of a sustainable offer often requires a higher level of explanation. Customers often have to pay extra or rethink what they have learned when switching to sustainable offerings, which often makes it difficult for sustainable companies (especially start-ups). It is therefore important to address explicit target group insights. This uses the limited resources most efficiently in the struggle for the attention of the target group.

### Founders have to live values authentically.
Start-up founders in particular are the personification, the figurehead of their company. Therefore, corporate values and ideals must be authentically reflected and lived by the founders. Authentic does not mean naively idealistic; on the contrary, realistic, disruptive, self-critical and honest.





### Easier financing for sustainable start-ups.
Financiers, business angels, but also public funding and private individuals are currently generous. Green and social start-ups benefit from the trendy topic of sustainability, but also from the conscience of the benefactors. Sustainable start-ups therefore currently find it relatively easy to collect funds; a fact that increases the risk of greenwashing by 'conventional' start-ups.

### Sustainability has different characteristics
Sustainability does not only mean eco-friendly. Sustainability consists of different dimensions - an ecological, social, but also economic dimension. While ecological sustainability is often the absolute focus of sustainable start-ups in the beginning, social (including responsibility for direct and indirect stakeholders) and economic sustainability (including stable, independent company financing) also become increasingly important as the company grows. Ecological, social and economic sustainability are not in conflict, but they often contain potential for conflict.

### THE sustainability does not exist.
If you rethink existing concepts and offers, you will quickly realize that, on the one hand, it is always possible to be better and more sustainable, and on the other hand, the positive effect in one area usually leads to a negative effect in another one. There is never only black and white in sustainability, there are no absolutes, there is only better and worse.

### You have to be able to afford sustainability.
Green and sustainable consumer behavior remains a privilege of an affluent society and a class of higher earners. Only when individual material and social concerns decrease, will the ecological responsibility increase in action and consumer behavior.

### Target groups for sustainable products are globally similar. 
Target groups that put importance in sustainability usually differ only psychographically. These target groups come from all social classes, are independent of age and gender, and know no national boundaries. Regardless of the country: The target groups are similar - cosmopolitan, progressive and very critical.

### Sustainability alone does not sell. 
Customers today are not willing to spend significantly more money on sustainability alone. There always needs to be an additional benefit. Cost savings, better quality, additional features or innovative simplicity. Today, sustainability is a nice-to-have add-on, but soon it will become a hygiene factor. 

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Learnings und Impulse  zu Nachhaltigkeit bei Start-Ups

Insights and impulses on sustainability in start-ups

### Reasons, consequences and early warning signs for the failure of brand projects.

Break a leg. And if not: As is well known, you learn from mistakes. In most cases, however, project failure can be identified in advance and counteracted accordingly. 

As part of a multi-method study, Dr. Marc Herz of Kleinundpläcking, together with his colleague Dr. med. Nicco Krezdorn of the Hannover Medical School, identified reasons, consequences and early warning signs for the failure of brand projects. In 2017, the authors conducted an international survey among brand managers (N =221) from 32 countries in which the failure of brand projects was analyzed in detail.

The following questions are answered:

(1) Why do brand projects fail?
(2) What happens when brand projects fail?
(3) How do you recognize the failure of brand projects at an early stage?

#projectfailure #brandmanagement #projectmanagement 


### Four reasons why brand projects will fail

1. **Mistakes in project planning:** If you won’t think through and plan your projects properly, you will increase the risk of a brand project failing. Not only planning for time, demand and budget plays an important role, but inadequate revision of the project can also be a decisive factor. 

2. **Unclear project goals:** If the goals in a project are unclear, you are more likely to have problems with your project. Here the obstacles are unclear and unrealistic goals. Constantly changing targets are just as bad. After all, if the project goal is constantly being changed, it is difficult to stay on track. 

3. **Critical stakeholder relationships:** Basically, if stakeholders of a project don’t understand each other, things are starting to look bad for the success of a project. Poor communication and power struggles among partners not only promote the success of a project, but only have a positive impact on its failure.

4. **Principal-agent problem:** Characteristic of the so-called principal-agent problem is that two parties in a project are asymmetrically informed, which significantly facilitates the failure of projects. If one side hides its intention, information, actions and relevant properties of the project, it will turn out to be a problem project faster and is therefore doomed to.


### This is fine?

Not really. Because if you are dealing with a brand project that fails or is about to failing, you can expect three negative consequences:

1. Waste of economic resources: Time is money - this catchphrase becomes reality here. When brand projects fail a lot of effort is wasted, resources have been invested in vain. 

2. Impaired career opportunities: Besides the waste of resources, the effects on the personal level of the responsible project managers are devastating. Anyone who has been involved in a project that didn't work out, won’t seem useful for upcoming marketing activities. 

3. Personal frustration: Inevitably linked to this is the personal frustration of managers from failed brand projects. After all, negative results won’t have a positive effect on one's mood, at least at first.


Reasons, consequences and early warning signs for the failure of brand projects

### Keep your eyes peeled during the project
Project managers should not wait until it is too late and the brand project collapses. Damage control is a thing of the past. Early warning signs show when you should be alert and take countermeasures during the project or else you will end up in shambles later. 

1. Advance warning: If there are many similar projects that is often a bad sign for an upcoming project. In addition, possible negative predictions by experts should be taken seriously, these also tend to be a preliminary sign for failure of a future project.

2. Ongoing warning: In an ongoing project, adjustments of project goals are often a sign of impending failure. Constantly shifting deadlines and changing schedules in an ongoing project are also warning sign that the success of the project is on the brink of failing. Finally, problems among stakeholders are often an early warning sign a project is about to fail.


### Be smart don’t fail

You learn from your mistakes - so they say. But it's even better to learn from the mistakes others made. Analyze the reasons why other brand projects have failed, and don't repeat the mistakes. Recognize early warning signs before and during ongoing projects. And if your brand project does threaten to fail, take early precautions against negative consequences.


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Gescheitert – Gescheiterter – am Gescheitesten?

FAILED – MORE FAILED - MOST FAILED?

1. ### How semantic and episodic brand memories influence the behavior of consumers and what this means for brand management.

The first impression counts. This is equally true for humans as well as brands. But Consumers rarely choose their brand as they reach inside a supermarket shelf. Those who maintain a (good) memory, are verifiably more successful. Dedicated memories of a certain brand are critical for success. Make a mark is a popular catchphrase – but how? 

As part of a multiple method study Dr. Marc Herz of K’UP, together with Dr. Katja H. Brunk, deepen the understanding how brand managers can improve the brand memory of potential consumers.

Part of the broad range research design which the team of authors conducted in 2017, are collage techniques and one-on-one interviews (N = 118). These consist of open and closed survey elements and a subsequent content analysis. Hence the study is a statement of the combination of qualitative and quantitative research methods and was published in Psychology & Marketing.

The study focusses on the following topics:

**1. Types of brand memories**
 **2. Differences between users and non-users**
 **3. Impact of brand memories on brand perception**

### Types of brand Memories
 Pure stimulus-based purchases triggered by a decision based on the product information of the immediate environment are relatively rare. Almost all purchase decisions are dependent on the consumer’s memory and brand memory, respectively. Conceptually there is a difference between episodic and semantic memories: 

**Semantic brand memories** 
 These kinds of memories comprise broad, generic and factual knowledge of the brand. More precisely they represent a combination of context-independent facts that are communicated directly and explicitly by brand managers (e.g., elements of corporate identity like color, logo, claim), as well as facts that are indirectly relayed (e.g., about the history of the brand or the company).

 

**Episodic brand memories** 
 Unlike semantic brand memories, this is about retention of affective brand interactions that relate to individual consumers. These can be personal, autobiographic memories that are related to a brand. By definition episodic brand memories are context-dependent as they are related to emotions or specific places.

### How users and non-users differ regarding brand memories

The results of the study show that brand users differ distinctly from non-users regarding their brand-dependent memories. The results can be summarized as follows:

**Memories of brand users**
 Customers that are active users of a brand show particularly episodic memories as well as a combination of semantic and episodic memories. In contrast to non-users, users of a brand have fewer all-semantic brand memories. Therefore, it seems that the use of a brand leads to increasingly personal, autobiographic and therefore to episodic memories and in the process overshadows the pure semantic knowledge.

**Memories of non-users**
 Non-users of a brand often only possess – if there are memories at all – specialized knowledge of a specific brand. Non-users mostly remember a broad, generic and objective knowledge about a brand. However, a significant part of non-users exhibits episodic brand memories.
 These results show that episodic brand memories can also be created through experiencing brand usage of others, for example through acquaintances, families or even unfamiliar online media. This means brand managers are verifiable able to influence episodic memories of non-users via interactive brand strategies, the “experience of others”. An option that didn’t seem intuitive to date in research.

### What is the impact of brand memories?
If brand users as well as non-users show both types of memories, is a differentiation practically obsolete? Results that show how episodic and semantic brand memories influence brand perception clearly indicate the opposite:
 
**1. If there are semantic brand memories it will reflect positively in the brand’s perception of quality.**
 
**2. Episodic brand memories have potential to invoke a positive emotional reaction in the consumer.**
 
The fact that both types of memories influence brand perception and consumer ratings differently, underlines their relevance for differentiation for managers even more.

The results show that semantic brand memories rely heavily on company and brand communication and that episodic memories are not as easily controllable and actively shapable. They are too dependable on the consumer’s personal experiences and dispositions. It shows that episodic brand memories have the potential to build a relationship between brand and consumer though.

So innovative below-the-line activities and context specific brand experiences to positively influence brand memories of potential users are in demand. With rising individualization, contextuality of brand experiences will rise in the future. And with rising contextuality higher emotional memories will be created. It is therefore essential in a journey to only apply a few specific touchpoints for best usable and scalable experiences. 

Anybody who knows their customers and is in dialogue with them, can ask them directly what they expect and in which context they would like to interact with the brand. Lifestyle configurators used in automotive or by various app providers can provide new approaches for an individual control of the journeys.

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Eine Frage des bleibenden Eindrucks

A question of lasting impact

Since I became a partner at K'UP, I've been asked more and more, "Do we need a digital strategy?" Whether it's Wirtschaftswoche, Handelsblatt or middle class magazines, they all declared it a duty for managers, CEOs and corporate leaders to develop a digital strategy, preferably immediately.

Yet this request is already limping in the choice of words. The first specialist article defines digital strategy as "the path to Industry 4.0," the next specialist journalist writes under the heading "This is Microsoft's digital strategy" about the distinction of communication on Facebook and LinkedIn. And so, often without hesitation, implementation is actively started, CDOs are appointed, customer experience managers are hired, or agencies are commissioned.

But I don't think there is a digital strategy at all. In my view, most companies are currently facing a host of fundamental questions ranging from target group’s expectations, business model scenarios, competitive positioning, product innovations and organizational structures to IT infrastructures. They are all strategic parts of an integrative corporate strategy, and each bring diverse digital questions with them.
For example, market research has long been revolutionized by customer intelligence, use case development has been set up as a separate product management sector, media planning has been pulled forward into the strategy, advertising production has been bundled, and organizational processes have been made more agile and automated.



***Digital transformation also does not require digital strategies, but modern brand and business strategies.**

We support companies in their digital transformation every day. But brand and business strategy never only consist of digital issues. Just as consumers do not distinguish between digital and analog consumption. Otherwise, we might have spoken of analog strategies in the past. So, if you want to prepare your company for the future, you have to change your perspective.

A corporate view that only focusses on added value limits the field of action; advancing the brand and business model from the customer's point of view will reveal new horizons.
The view from the customer's perspective enables the finding of significant touchpoints by listing all performances and services before, during and after the purchase in a timeline. This is where improvements start that strengthen a holistic customer experience.

And it is precisely this that shows modern, enlightened customers whether a company can handle digital issues or not. Mercedes-Benz, for example, is demonstrating courage by using digital conventions in addition to trade fair formats, implementing the change internally as well.
Digital transformation does not require digital strategies, but modern brand and business strategies that are integrated into a company-wide process to change. Ask yourself how your company is facing agile operations and constant improvement. Write death scenarios and inclusively push for organizational rethinking. Enable innovation and a willingness to change bottom-up - it's the corporate culture that shapes a holistic customer experience. A big part of the success is already dormant within your organization. 



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Es gibt gar keine Digitalstrategie*

There is no digital strategy*

### Drivers and barriers in the use of virtual reality glasses

Virtual reality allows users to immerse themselves in new worlds. Technology and reality fuse more and more together. This means users can experience environments that are completely separate from reality. 

Using VR glasses to virtually furnish a living room, design the interior of a future car, get to know the new working environment of a company or spend the time off in a digital, virtual world - VR enables many potential use cases that are far from being exhausted and that go far beyond gaming. For virtual reality to really apply in real life, VR glasses must be part of everyday life. In German-speaking countries, only around 1.5 percent of the population own VR headsets. 

What are the reasons why many people have had little experience of using them so far? And what can VR manufacturers learn from these consumer insights? 

Dr. Marc Herz from the strategy consultancy Kleinundpläcking GmbH and Prof. Dr. Philipp A. Rauschnabel from the University of the Federal Armed Forces in Munich explore these questions in their recent study "Understanding the diffusion of virtual reality glasses: the role of media, fashion and technology," published in 2019 in the journal Technological Forecasting and Social Change. Using a representative quantitative online survey, they asked N=611 German consumers* about their position on the wearability and potential use of VR glasses. 

**Figure 1: Forecast for virtual reality sales worldwide from
2016 to 2021 (in billions of US dollars)**.

**Figure 2: Forecast for the number of virtual reality users worldwide from
2016 to 2020 (in millions)**

### Drivers and barriers for the use of VR glasses.

### DRIVERS

The survey results clearly show positive drivers for the use of VR headsets. Most consumers see an added value of VR headsets especially when it comes to their functional usefulness (for example, performing certain tasks more easily) or their entertainment value, so their entertainment factor. 

Respondents also clearly see the media components as an advantage of VR headsets, this means virtual presence and "virtual embodiment" - in short, the possibility of virtual immersion in new worlds. 

While wearing comfort significantly influences the position of the respondents, they see potential in VR’s fashion component, so its perceived fashionability. Accordingly, companies should not only focus on technology itself, but should always keep in mind that virtual reality headsets will also require to be comfortable and visually appealing.


### BARRIERS

Most respondents associate the use of VR headsets with privacy risks. There is a fear, that private data is collected and used without consent. Objectively, privacy risks are much higher with many other technologies that people use (more) intensively - such as smartphones – but they are not perceived that way. To minimize the perception of risk, trust building measures are clearly recommended for VR manufacturers and distributors. 

Physical risks, like a fear of injury due to loss of control of the surroundings, and a fear of psychological harm had no significant influence on the position of the respondents. However, they stated fears of health risks, particularly a fear of eye damage when using VR.

### LESSONS FOR BRAND MANAGEMENT 

Brands that embrace virtual reality early have a good chance to benefit from early developments. IKEA, Lego, Domino's Pizza and others already demonstrate with their apps what is possible. In this context, keeping an eye on this underestimated potential and taking advantage of it is important. 

Rethinking product development when integrating virtual reality is also important. So far, the focus has been on pure functionality and technology. In the future, the design aspect will play a much greater role in the wishes of consumers. Focusing on the gaming industry enabled the technology to mature to a high degree but reduced its reach outside the group of early adopters. Considering mass suitability, further reducing the size of the devices, making them more fashionable and offering them at lower price points must be the goal now. 

Virtual reality enables new touchpoints in the customer journey, which may complete or even revolutionize the customer experience. VR allows companies to approach and present themselves to their stakeholders in new ways. Virtual reality enables new touchpoints in the customer journey, which may complete or even revolutionize the customer experience. VR allows companies to approach and present themselves to their stakeholders in new ways. 


### VIRTUAL REALITY AND HUMAN FUNCTIONALISM

In our daily work as strategists, we are driven by the overarching question of Human Functionalism: In an era of digitalization dominated by enthusiasm for technology, how can we strengthen the human perspective? How can we give human rhythm to a growing technological pace? Do we not only need to sharpen but also rediscover or even redefine our instincts to protect the humane? 

**VR can bring us closer to distant realities.** Aid organizations, for example, use VR headsets to show us the plight of refugees. Human rights organizations let us see the world from the perspective of persecuted minorities. But VR also lowers costs: designers use VR to develop cars, doctors and pilots train for emergencies in virtual training environments. 

**VR can distance us from reality.** If we create new identities that allow us to escape from our here and now in virtual worlds, we can gain new experiences. Who never wanted to feel like a Formula 1 driver or a rock star? But the danger lies in the amount. If we spend more time in virtual realities than in real ones, we run the risk of not only losing touch with reality, but also of losing any sense of humanity. Because if we can act without consequences, we neglect the social aspect, and everything revolves around itself. The result would be everyone against everyone.

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Virtuell wird Realität

Virtual becomes reality

**Challenge**

Today, a car is like a computer. That's why anyone who wants to maintain or repair their car needs complicated tools for electronic onboard diagnostics (OBD). One of the market leaders for these OBD tools is the Munich-based IT company, **[Carly](https://www.mycarly.com/en/)**. Not only does it offer an amazingly simple end-customer solution in the form of a small ODB dongle, but with our help it wanted to differentiate itself more strongly as a brand in an otherwise very rational competitive environment.



**Strategy**

For Carly, we developed a fundamentally new brand strategy based on an extensive analysis of product, communication, and competition. A central component of this was the research and segmentation of target customers. Typical for the topic of cars, their needs ranged from control to pragmatic solutions, to self-realization. Based on this, we developed brand values, a positioning, and an emotional marketing strategy that put the customer benefit even more clearly in the foreground. Because for the customer, Carly doesn't just hold a little dongle. In addition to reading out detailed vehicle data in real-time, Carly can offer mechanical advice expertise on its platform. To this end, the Munich-based company maintains one of the largest international communities of mechanics and experts, who provide tips and instructions appropriate to the vehicle in question. Carly thus gives customers the certainty that repair and maintenance can be efficient and fun. The best prerequisites for making every trip a good one. 


 **Carly. The good drive.**


 Photo © Carly

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How a newly developed strategy shapes the brand image

Carly - How a newly developed strategy shapes the brand image

**Challenge**

**[TH Nürnberg](https://www.th-nuernberg.de/en/)** is a university with strong regional roots and a century-old history. However, a growing competitive environment and declining numbers of applicants are intensifying the competition for students, specialists and third-party funding. The goal was therefore to reposition itself for the future with a new brand identity.


 **Strategy**

Based on a comprehensive analysis of the university (history, faculties, competition, trends, structure, communication) as well as an extensive quantitative and qualitative stakeholder survey, K'UP developed sharp target customer profiles, a vision/mission and a differentiating brand strategy. Based on the new values and a clear positioning, the activation was then tackled together with the agency **[Ediundsepp](https://www.ediundsepp.de)**. The result is a new name, a claim as well as a comprehensive corporate design, which from now on will draw inspiration form the physicist Georg Simon Ohm.

 

![2023_Ohm_Logo_Rot_ohneZusatz_RGB.svg](https://kup.id/api/uploads/2023_Ohm_Logo_Rot_ohne_Zusatz_RGB_528854ed0a.svg)


 Photo © TH Nürnberg

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THN - From university to motor & impulse generator of the region

OHM - From university to engine of an entire region

**Challenge** 

[Lodge](https://www.lodgecastiron.com/), a distinguished manufacturer of cast-iron frying pans based in the USA, aimed to expand into new geographic markets, particularly in the DACH region, in response to steadily increasing demand. Executing this initiative required a thoughtful go-to-market strategy, covering the identification of potential target audiences, selection of an appropriate product portfolio, and determination of suitable distribution channels.

**Strategy** 

Following a precise segmentation of the relevant target groups, we developed target audience personas based on the results of a specific customer survey. 
These personas providing detailed insights into drivers, barriers, and purchasing behavior. 
Rather than spreading our focus across highly diverse target groups, we concentrated on one customer persona for our future strategy. To effectively differentiate the product from competitors post-launch, we analyzed competitors' brand landscapes and assessed potential positioning scenarios. Building on the U.S. positioning, we delved into the brand DNA, identified possible brand values, and crafted a fitting brand promise for the DACH market. Consequently, we positioned Lodge as an authentic, family-oriented brand. Simultaneously, after analyzing competition, market trends, and the product portfolio, we outlined the future offering structure for the DACH markets, suggesting a three-phase market entry progressing from premium to mass market gradually
Finally, based on our customer and market analysis, we formulated the distribution channel mix. This involved the necessary distribution infrastructure, encompassing e-commerce platforms, data management, and marketing tools.

 Photo © Lodge

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Globalization of the Lodge brand

**Hygiene factor sustainability**

No company can avoid the topic of sustainability today. Fortunately, not only the executive floors or the EU reporting obligations ensure this, but increasingly also the customers, employees, and talents. Sustainability has long since arrived in everyday working life and has transformed from a motivator to a hygiene factor.

 **The greenwashing trap**

Probably hardly any brand manager has not dealt with which aspects of their own brand are or can be made sustainable in recent years. Most brands try to position themselves positively sustainable in the market – be it ecologically, socially, or economically. But only a few manage to actually differentiate themselves from the competition with it.

Through an automated analysis of communicative positioning using the K’UP Brand Language Model of 387 global brands, we were able to show that a large part of all brands position themselves on the same topics. The analysis shows which topics are communicatively played by the brands. It is easy to see that ecological sustainability, and especially climate and renewable energies, as well as biodiversity, dominate the brands' world of topics.

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Most of the brands thus rely on the same topics, which is communicatively of no use. Worse still - some companies slide into greenwashing with their statements and risk financial damage. Whether through puffed-up packaging or false claims.

 **The green claims rules**

The upcoming Green Claims Directive from the EU once again changes the rules of the game and makes a targeted alignment with sustainable brand positioning indispensable. Greenwashing will no longer have any place. In the future, those who continue to use flowery names to give consumers a false, good feeling will maximize their legal costs. Companies will face increasingly strict rules in the future, although the exact implementation and execution have not yet been fixed. This will lead to the brand management having to constantly readjust its own communication in the future. This means statements like “climate-neutral” (e.g., Babydream - diapers) or “100% green” are defined too imprecisely. 

For consumers, it is not clear what exactly “green” means or whether “climate-neutral” products were only compensated instead of reduced. The use of seals will also be more strictly regulated so that consumers can rely on the truthfulness (e.g., organic seals on eggs – often still mass animal farming). If studies or comparisons are carried out, the company must precisely specify the basis on which the investigation is conducted. Another example is actions that are supposed to promote sustainability but actually only increase net profit and make hardly any ecological contribution will be regulated (Aldi - plastic bags for 1ct). All of this is intended to ensure that companies that act honestly sustainable have a competitive advantage and that consumers are not misled and have the greatest possible influence on ecological change.

No wonder that greenhushing is spreading and prompting companies to no longer talk about their sustainable activities at all. Both developments are cause for concern because there is a lack of positive progress attitudes and role models that would be able to change an industry.

 **Away from emotionality. Act decisively.**

There is no way back. The topic of sustainable brand positioning will continue to occupy brand management in the coming years and must be approached clearly and holistically. It's not bad if your colleagues are still working on the materiality analysis or carbon balance. Look in your strategic planning or innovation roadmap to see when your company wants to tackle what specifically on sustainability. Then eliminate all vague emotions and terms from your marketing. 

Customers want clear facts. Arrange your goals in terms of content and time before you start and put them in a rational ratio to your positioning. In this way, you can tick off your proof points like in a check box in the future, and your narrative never runs into emptiness. Now simply report on what you are actually doing in terms of sustainability. Start small, but stick to concrete, provable facts. Tell relatable and authentic stories about your goals, successes, and setbacks. BASF has been praised from the start for its way of transparently showing its own challenges and the path taken. And Tony’s Chocolate openly talks about the fact that despite intensive efforts for years, it cannot completely exclude child labor.

 **New clarity in times of change**

What ultimately pays off, as always, is a clear attitude and honesty. It encourages others to get started and convinces your employees and customers.

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The Transformative Power of an Effective HR Department

Living sustainability instead of pretending

**Where do I come from?**

From Munich to Bath in England, via Vienna to Berlin. That's the short version. To be more precise, I studied business administration at Ludwig-Maximilians-Universität, followed by market research and consulting in England, then a PhD in management at the University of Vienna, and now a partner at K'UP. As soon as I arrived in Vienna, I fell in love with research and method development with a focus on branding, destination image and psychology. I have been writing scientific articles and teaching at various international universities for years. I am attracted by research on social developments and the bridge between academia and practice. I am driven to work with exciting people from different backgrounds and corners of the world to come to new, relevant insights.


**What drives me?**

I believe that good strategy must be built on real knowledge. It drives me to always create new approaches, try new methods and find approaches to get real insights from them. At K'UP, I've been leading a team since 2021 that explicitly cares about these new approaches and insights. We develop new methods for research, enable more efficient and better strategy work, and connect ourselves, our partners, clients and bright minds.

My driver in this is my family, my son and music. I've been playing in different bands for years and love to discover new things.



**What is my strategy?**

Re-thinking, critically weighing, finding the best insight.

### Vita

- Partner researcher, K'UP
- Lecturer and guest speaker at international universities
- Author and ad-hoc reviewer for top international journals
- Analyst, Zenith International Ltd, Great Britain
- PhD Management, University of Vienna
- Diploma in Business Administration, Ludwig-Maximilians-University Munich


### News and Publications

- Herz, M., & Krezdorn, N. (2020). The More You Know–High versus Low Experience Effects on Project Management Decisions. In Forum Markenforschung 2018 (pp. 107-122). Springer Gabler, Wiesbaden.
- Micevski, M.; Halkias, G.; Herz, M. (2019). Multiple consumer identities and the crossover effect of the EU identity in predicting domestic and foreign product preferences. Journal of Business Research
- Herz, M. & Rauschnabel, P. (2019). Understanding the Diffusion of Virtual Reality Glasses: The Role of Media, Fashion and Technology. Technological Forecasting & Social Change, 138, 228-242.
- Herz, M., Arnegger, J., & Mayer, M. (2018). How Stable is Event-Related Country-Image Change?. In Forum Markenforschung 2016 (pp. 141-157). Springer Gabler, Wiesbaden
- Herz, M., & Arnegger, J. (2017). Country Image Formation, Stability and Change – A Longitudinal Assessment of the Image of Azerbaijan. Journal of Travel & Tourism Marketing.
- Herz, M., & Diamantopoulos, A. (2017). I Use it but Will Tell You that I Don’t: Consumers’ Country-of-Origin Cue Usage Denial. Journal of International Marketing.
- Diamantopoulos, A., Herz, M., & Koschate, N. (2017). The EU as Superordinate Brand Origin: An Entitativity Perspective. International Marketing Review.

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Development of customer insights and future images for the BMW, MINI and Rolls-Royce brands.

K'UP was asked to develop images of the future of the BMW, Mini and Rolls-Royce brands for the next ten years.

Challenge

To this end, K'UP set up its own process, established an internal strategy team, and moderated a Group-wide process that brought together all stakeholders from R&D, design, product development, marketing, and sales in a Brand Lab. As a result, a stringent process led all brands via individual global customer insights to concrete future potential. Whether "My drive. My work.", "born to last" or "cultural enrichment", comprehensive product and experience potentials were ultimately defined for all three brands. At the same time, K'UP was also responsible for the BMW Motorrad brand and the parent brand of the BMW Group.

BMW Group

LEARN MORE ABOUT THIS PROJECT.