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### Challenge
In order to achieve the sales targets and for the international rollout of the offering, it was necessary to sharpen the product strategy and the customer promise. As a stand-alone brand in association with parent and sister companies, the sharpening of the brand positioning was desired on this basis.

### Strategy
Based on an in-depth target customer analysis and segmentation, a medium-term product strategy and development roadmap was developed and defined for the B2B financial product AQOUNT. This was the basis for positioning the brand among the competition and the sales as well as the marketing and communications strategy, which K’UP developed for the client arvato Financial Solutions.

**The Financial Order2Cash operating system**


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arvato Financial Solutions  – Vom Nischenplayer zur starken Marke

arvato Financial Solutions  – From niche player to strong brand

### Challenge
In order to form a customer-centric group from 11 individual companies, K’UP was asked to develop a comprehensive corporate strategy.

### Strategy
Based on an analysis of the company and its organizational structure, a deep market analysis and the development of future scenarios, the business model was adapted, target industries defined and the organizational structure revised. The formation of a modern group of companies is not only a question of corporate strategy, but also requires an extensive brand strategy process as well as an internal communication strategy. Thus, a brand architecture was created that enables common values to be actively lived across diverse locations throughout Europe.

**Your personal supply chain**


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Axxum – Von der Supply-Chain zur Kundenorientierung

Axxum – From supply chain to customer orientation

### Challenge
The IT consulting and software development company Novatec needed a new brand identity in order to stand out from the competition in a very homogeneous market and to clearly communicate its strengths to the world.

### Strategy
K’UP developed a new brand strategy for the IT consulting company Novatec based on new target customer profiles and thus ensured that the brand was consistently customer-centered. With "the perfect flow", a new brand promise was defined. This and the corporate design that was also developed, Novatec clearly stands out from the otherwise homogeneous competitive environment. 
In addition, K’UP developed a recruiting strategy with the goal of becoming attractive in the employee market for experienced employees in consulting, as well as a communication strategy, on the basis of which a new website was designed. The implementation of which was accompanied by an agency K’UP steering.



**Agile ways of working are supported by a corporate culture that makes the customer part of one's team from the very beginning.**


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Novatec – Eine mittelständische IT Beratung für die Zukunft vorbereiten

Novatec – Preparing a med-size IT consultancy for the future

### Patients run from doctor to doctor, patient data go by mail. Philipp Lück on the demand for realistic digital models in healthcare.

Healthcare is going digital, which is why pharmaceutical manufacturers and retailers need to completely redesign their customer relationships. Already, 40 percent of Germans are open to Internet-based systems. In addition to electronic patient records and solutions for managing doctor's appointments, these include medication orders and price comparisons. So the digital transformation of medical care is already taking place. That is why now is the right time to rethink the relationship with patients and customers. This means understanding patients as customers and correctly identifying their needs.



### The challenge: Amazon

Amazon has already realized this step from patient to customer with its "Amazon Fresh" offer. "Amazon Fresh" is a time-window delivery service for weekly shopping. There are likely to be more solutions in the market leader’s environment after the initial offering of drugs. The focus is on convenience for the customer. That is why “Amazon Fresh” already offers at least as good availability as traditional pharmacies in Munich already. Mail-order pharmacies are not far behind. Pharmaceutical manufacturers must be proactive in countering this development with their own ideas. It will be interesting to see what effect the ban on mail-order RX drugs, intended in the current grand coalition’s agreement, will have on the market.


### Self-direction and personal responsibility of patients

Patient engagement is becoming a trend. More and more patients and relatives are taking their own health values via wearables and apps and want to decide on how the data is used. They not only want to understand treatment plans, but they also want to be involved in shaping them. Awareness of a healthy way of living is growing, and doctors are also being selected more critically. While patients naturally move from doctor to doctor, their data still is doing so far too little. Patients want to take responsibility for their own health and want to be respected by doctors as dialog partners. This equal involvement demands new ideas from the drug manufacturers, especially in the treatment of the chronically ill.

### Current key issues

Drug manufacturers face a dual challenge. New competitors are shortening patients' procurement channels. At the same time, patients see themselves as customers and no longer just demand active ingredients, but knowledge, services and data sovereignty. In all dialogs I am currently conducting, three key questions about the future business model arise all the time:

What role does the company play in the digital sales network of doctors, patients, care providers, health insurers and pharmacies?

What services could a company offer in the direct relationship of manufacturer and patient when the patient has data sovereignty?

How can agile structures and processes be introduced into the marketing and sales organization?

Pharmaceutical manufacturers and distributors are also starting to ask themselves these correct questions and define the customer journey with clear business models. In addition to an explicit focus on patients, this naturally includes the discovery of what not to do.


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Patienten werden Kunden 

Patients become customers

**How do you become part of your customer’s journey of life?**
 **How do you become significant, inspiring and generate measurable revenue through this?**

The Management of customer journeys is the art of making the consumer feel that they are understood and recognized in the right moment of their lives.
 
 
### Three questions:

**- How do you want to be emotionally present on your customer’s journey?**
 **- With what do you want to inspire your customer’s life contentwise?**
 **- How can you build a lucrative relationship that your customer will accept?**


 Twelve years ago, we developed our SIL approach out of central marketing, product development and sales KPIs. With brand, innovation and growth we combined brand strength, innovation-premium and customer value for the first time and replaced the BCG-matrix for us by that.

Today the development of modern business models without the interaction of these three increasingly merging sectors became unthinkable. Recently we occupied ourselves intensively with the customer journeys of leading brands. In our current exploration we performed the SIL check on many more companies and were surprised to discover, how much expectation and reality differ in customer experience.

There is a large bank that neglects communication with their customers during initiation, a beauty brand forgets the empowerment of their purchase experience, or a technology provider massively confuses customers with constantly changing product names. Sweets manufacturers confuse with increasingly complex product variants or online marketplaces by using complex pricing structures. Power- or furniture providers propagate customer proximity, but their online presence ranges from outdated to invisible. Some print magazines afford up to three different online presences. Even after premium purchases of phones or cars, the interest in the customer aborts abruptly. And binding a customer positively with the service stage at that point, should be obvious.

We are far away from a strict lead customer experience management and want to highlight a positive example. The brand Red Bull is not only master in extending consumer contacts by using media but knows how to randomly attract their target group’s attention at an early stage.

# Three Rules:

• Write down your target group’s day-to-day journey and not the journey through your brand-universe
 • Pay attention to the hidden signals with insight potential that could become key moments. It’s well known that conversion rates don’t increase with the number of touchpoints. Try less here.
 • Define the goal of your customer relation (marriage of convenience, friendship, adventure, …) and take your time to develop these carefully. Avoid annoying digital automation and consumption pressure.


 We would love to show you your brands performance in the SIL Check noncommittally. Share your thoughts about customer intelligence, profiles, insights or journeys with us.
 **We are looking forward to getting to know you.**

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Customer Experience Management

CUSTOMER EXPERIENCE MANAGEMENT

### Challenge

Teams venturing out of the enterprise experience uncertainty and ask themselves big questions: Will we find new customers? Will we manage to strengthen our offering profile? How do we become visible and build our own brand? The spin-off of the Berlin and Potsdam team of the law firm Boehmert & Boehmert was no different. That's why the partners agreed to entrust us with the development of their corporate and brand strategy.

### Strategy

By analysing the competition, values such as client-centricity, awakening and straightforwardness came into focus. The analysis of the client of the future soon showed us that the business model of the IP specialist law firm is undergoing a strong digital transformation.
Collaborative network approaches are becoming the means of choice for new topics and business areas.
 As a service provider of the future, the firm will therefore automate partial services and pursue a clear platform approach in order to maintain quality, speed and transparency.

 The strategy, as well as our recommendation to focus on the concise name "Nordemann" created clarity. Since its founding, Nordemann has not only been among the Best Lawyers, occupying top rankings in [WiWo Legal All-Star](https://www.wiwo.de/finanzen/legal-all-stars-2021-das-sind-die-besten-anwaelte-ihres-fachs/28079454.html) or Legal 500, but was also named [Media Law Firm of the Year](https://www.juve.de/juve-rankings/deutschland/kanzlei-des-jahres-medien/) by JUVE Verlag one year after its launch.

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Nordemann - Spin-off with distinction

**Where do I come from?**

I come from a family of entrepreneurs - entrepreneurship was practically in my cradle, which I left behind as quickly as possible for a business degree at WHU - Otto Beisheim School.

However, by playing a decisive role in setting up NetMoms, a portal for mothers with children up to 14, I somehow remained true to the topic. At the age of 21, I was still pretty young as the Head of Monetization there, some people thought. But I dispelled their scepticism through pragmatism, hard work and new approaches. From there, I moved on. First to Shanghai, then to Mexico City, and finally to co-found the second company focusing on B2B return-services in Berlin.

With Bertelsmann came the corporate experience. In the Marketing and Retail Executive Board division, I understood processes and working methods of large organizations and built up my own e-commerce division on this basis.

But Berlin and my own StartUp were stronger. More precisely, logistics, customer service and sales. Later, the curated shopping provider Modomoto, where I became COO for more than 200 employees. I explicitly avoid comparisons with childcare facilities. But it made me similarly happy, this responsibility over all customer-facing processes and departments for 3 brands in 7 countries. This shapes my understanding of business models to this day.


**What drives me?**

I am never satisfied. Every process, every customer experience and every product is fundamentally questioned by me. Is it relevant? How can it be improved? What's the way forward? Smart business models, forward-thinking and high-quality products fascinate me.
I find it hard to stand the opposite. I have turned my interests and convictions into my profession, and I am passionate about helping my customers. As a consultant and as a partner. Value-driven management is important to me in all of this, also because I have experienced myself what happens when this is lacking. It makes me happy to lead a company sustainably, to see colleagues grow and to make a difference together.

Sailing, means of transport from the 70s with at least two wheels or water under the keel, and my family are the second big part of my life, despite all my enthusiasm for business.


**What is my strategy?**

To experience, to understand, to identify the core and to develop something sustainable out of it, which we believe in together.

### Vita

- Managing Partner & Corporate Strategy, K'UP
- Chief Operating Officer, Modomoto Curated Shopping
- Pre-Seed Business Angel E-Commerce & Service StartUps
- Freelance Consultant Digital Business Models, L.13
- Executive Assistant Marketing & Retail, Arvato Bertelsmann and Head of E-Commerce Arvato Medienfabrik
- Co-founder and Head of Cooperations & Monetization, NetMoms GmbH
- Bachelor of Science Business Administration at WHU


Philipp Lück

Vita

When are you coming over?

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