A foresight approach to
the future of the markets

Shape change
with us

A foresight approach to
the future of the markets

Shape change
with us

by optivendo

Globa­liza­tion, digital trans­for­ma­tion and an increase in industry conver­gence: We support our clients in over­co­ming new chal­lenges today.

Maximum customer orien­ta­tion, cost-opti­mized busi­ness models and Time-to-Market are essen­tial elements for a company to remain compe­ti­tive while estab­li­shing itself successfully in a market.

We know the national and inter­na­tional markets and have a sense for current deve­lo­p­ments and new trends.

Services & Outsourcing

The compe­ti­tive cons­traints and cost pres­sure in nume­rous indus­tries is incre­asingly causing compa­nies to outsource some or all of their opera­tional services in the fields of purcha­sing, finance, sales, customer service, IT or even human resources.

We are specia­lized in supporting these compa­nies in finding the right sourcing stra­tegy. In addi­tion to the iden­ti­fi­ca­tion of cost saving poten­tials, we also examine possi­bi­li­ties for quality and perfor­mance impro­ve­ment as well as the imple­men­ta­tion of new busi­ness models to increase sales. We thereby manage the chal­lenges of both the client and the service provider.

The current progress of the outsour­cing industry shows an obvious national and inter­na­tional trend. This is deter­mined by the increase in mergers and acqui­si­tions (M&A) as well as an increased offer of digital solu­tions in customer contact manage­ment. Major new inter­na­tional compe­ti­tors are now present in the German market or are plan­ning to estab­lish a foot­print in Germany.

With over 20 years of expe­ri­ence in this market, we have access to an exten­sive network of compa­nies and part­ners. We would be happy to show you how you can benefit from this, too.

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Energy Industry

The energy industry is under­going a funda­mental remo­de­ling and change process, which conti­nues to present estab­lished market compe­ti­tors with major chal­lenges. Decen­tra­lized energy gene­ra­tion in combi­na­tion with market libe­ra­liza­tion and unbund­ling has turned many tradi­tional market logics upside down.

Digi­tiza­tion, increased auto­ma­tion along the stages of the value chain, intel­li­gent routing and metro­logy, bidi­rec­tional commu­ni­ca­tion between network compon­ents, analy­tics and big data are funda­men­tally chan­ging busi­ness models and processes. This creates new oppor­tu­ni­ties – both for estab­lished compa­nies and new competitors.

Major changes, disrup­tions and truly successful busi­ness models have only initi­ally been deve­loped and imple­mented by very few market players. Not only do we bring new ideas for future success in this area, but also many years of experience.

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Banks, Insurance Companies and Financial Services

Hardly any other industry is faceing such sustained chal­lenges from digi­tiza­tion as the finan­cial sector. Nume­rous banks and insu­rance compa­nies are inves­ting hundreds of millions of euros in the moder­niza­tion of their IT infra­struc­ture. Here the focus lies on down­si­zing internal processes and outsour­cing services that are no longer part of their core busi­ness, as well as on omnich­annel consul­ting and customer care to improve the customer experience.

Along­side meeting incre­asingly strict regu­la­tory and legal requi­re­ments (keyword: Basel III or Solvency II), compa­nies in the finan­cial sector are faced with addi­tional chal­lenges from a comple­tely diffe­rent angle: Regai­ning the trust of their custo­mers. Custo­mers’ requi­re­ments for the products and services offered by their bank or insu­rance company are chan­ging progres­si­vely, espe­ci­ally because they work profes­sio­nally with new media and expect intel­li­gent, perso­na­lized services. Young finan­cial tech­no­logy compa­nies (Fintechs) and Internet corpo­ra­tions that have their own payment solu­tions, are putting addi­tional pres­sure on estab­lished market players with alter­na­tive, cost-effec­tive and inno­va­tive busi­ness concepts.

Because of this, a signi­fi­cantly higher stra­tegic and struc­tural flexi­bi­lity of their own busi­ness models is required. Banks, insu­rance compa­nies and finan­cial service provi­ders must ther­e­fore become more inno­va­tive, agile and adap­table. As specia­list for inte­grated customer manage­ment with a profound know­ledge and under­stan­ding of the chal­lenges and requi­re­ments of the finan­cial industry, we bring the neces­sary exper­tise to the crea­tion and evalua­tion of inno­va­tive solu­tion concepts for digi­tiza­tion as well as for sales and customer service.

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Technology, Media & Telecommunications

From Big Data to the Internet of Things and from arti­fi­cial intel­li­gence to ultra-fast connec­ti­vity. Compa­nies in the tech­no­logy, media and tele­com­mu­ni­ca­tions (TMT) indus­tries are at the front of economic and social inno­va­tion processes. The smart­phone acts as a mediator between a person, object and the Internet. The digital revo­lu­tion provides the market with good oppor­tu­ni­ties to grow. But rapid tech­no­lo­gical trans­for­ma­tion is forcing compa­nies to constantly repo­si­tion themselves.

Processes, markets and entire busi­ness models in these sectors are constantly chan­ging; large volumes of struc­tured and unstruc­tured data often form the basis for new products and services. Tele­phones are no longer used only for conver­sa­tions (voice); the market today consists of a broad spec­trum of data-based tele­com­mu­ni­ca­tion services. Compa­nies from the tech­no­logy and media indus­tries benefit parti­cu­larly from AI tech­no­lo­gies. They use it to analyze large amounts of data, auto­mate processes and improve customer contact.

We help to expand inno­va­tive busi­ness models in a highly dynamic indus­trial envi­ron­ment which is distin­gu­ished by the quick access of new market parti­ci­pants and busi­ness models, as well as strong compe­ti­tive pres­sure and exten­sive regulation.

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Trade, eCommerce & Logistics

Amazon, Zalando and Co. have not only changed the shop­ping beha­vior of consu­mers in last couple of years. The change in customer and purcha­sing beha­vior forces manu­fac­tu­rers, (whole­sa­lers) merchants and service provi­ders to develop well thought-out eCom­merce solu­tions in order to meet customer requi­re­ments today and in the future.

At the same time, the statio­nary trade is curr­ently in a way expe­ri­en­cing a renais­sance. Consumer’s personal impres­sions at the point-of-sale and viral recom­men­da­tions through social networks influence the consumer’s omnich­annel buying decision-cycle. Digital chan­nels are gradu­ally shaping the shop­ping and brand expe­ri­ence, despite the dangers of data misuse on the Internet. Digital sales and commu­ni­ca­tion chan­nels are also beco­ming more and more important for corpo­rate and busi­ness customers.

The increase of e-commerce in all areas makes it also neces­sary to adapt logi­stical processes. Same-day or even same-hour deli­veries no longer require large warehouses. The digi­ta­liza­tion of consump­tion means that products and goods in warehouses have an even shorter shelf life. Small-scale solu­tions, that enable fast response times, are incre­asingly in demand. Rapid urba­niza­tion requires inner-city logi­stics solu­tions, e.g. alter­na­tive deli­very systems such as elec­tric vans or bicy­cles, star­ship robots or drones, which deliver from so-called city hubs or micro-depots.

Retailers, consumer goods manu­fac­tu­rers and logi­stics compa­nies must accept this chall­enge, develop new, adap­table busi­ness models and adjust the online and offline sales and customer services. Because today – more than ever – it is the customer who deter­mines which busi­ness models will prove to be successful in the future. We will help you with the digital change.

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Automobile Industry & Manufacture

The indus­trial produc­tion is under­going a profound change: digital tech­no­lo­gies, intense global compe­ti­tion and dissol­ving industry boun­da­ries are putting proven busi­ness models under pres­sure and forcing produc­tion compa­nies to constantly adapt and inno­vate. Tech­no­lo­gical trans­for­ma­tion, shaped by the Industry 4.0 and the Internet of Things, a chan­ging customer struc­ture and cycli­city, caused by economic circum­s­tances, are almost a part of their basic configuration.

The auto­mo­bile industry has to deal with alter­na­tive mobi­lity concepts, as well as with mecha­nical engi­neers with addi­tional services in order to provide a full-service offer, while estab­li­shing the Internet as a sales channel. This all applies to the entire manu­fac­tu­ring industry. Elec­tro­mo­bi­lity is merging the boun­da­ries with other sectors such as the energy industry or infor­ma­tion tech­no­logy. For example, the remote inquiry of a battery char­ging status and the search for free char­ging points results in new service provi­sions for the customer as added value. This can be linked to a range of addi­tional infor­ma­tion and enter­tain­ment offers.

Ther­e­fore, new busi­ness areas are deve­lo­ping around the tradi­tional manu­fac­tu­ring core – the produc­tion, marke­ting and finan­cing of vehicles, capital goods or products. We see ourselves as a future-oriented partner of the auto­mo­bile industry and the auto­mo­tive sector, successfully maste­ring both current and future chal­lenges in sales and customer service. In addi­tion to conti­nuously obser­ving the deve­lo­p­ment of the manu­fac­turer market, it is an essen­tial part of our day-to-day opera­tions to iden­tify further poten­tial in customer service for our clients and to lift it up to a higher value-added level.

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Startups, Family & Medium-Sized Businesses

The boun­da­ries of a busi­ness area, which is comprised of medium-sized compa­nies, are beco­ming fluid. However, this term includes almost all German compa­nies. Statis­ti­cally, all compa­nies throug­hout Germany with less than 500 employees are considered to be a middle-sized company. De facto, however, newly founded and rapidly growing micro-enter­prises and much larger compa­nies, as long as they are owner-managed, are also included.

The Mittel­stand is Germany’s inno­va­tive, tech­no­lo­gical and economic engine. In addi­tion to adap­ting flexi­bi­lity and speed to markets, rese­arch and inno­va­tion are the keystones of success. Nume­rous compa­nies act as so-called “hidden cham­pions” in regional, national and global exis­ting and func­tio­ning niche market. The successful medium-sized compa­nies are much more agile, dynamic, risk-oriented and willing to change than is gene­rally thought of.

However, whether they are start-ups, family-owned busi­nesses or SMEs: digi­tiza­tion, inter­na­tio­na­liza­tion and a shortage of skilled workers also present these compa­nies with many chal­lenges. Young foun­ders bring crea­ti­vity, courage and the ability to imple­ment ideas, but on a scalable manner, they often lack the oppor­tu­nity to sell their products and services on the market them­selves. Older entre­pre­neu­rial fami­lies hand over the manage­ment in whole or in part to mana­gers from outside the family due to a lack of regu­lated company succession.

External mana­gers bring more “manpower” and addi­tional know-how to the manage­ment and repre­sent new, non-owner views and posi­tions. Owner-managed compa­nies have very special needs and place the highest demands on them­selves and their envi­ron­ment. We are specia­lized in adap­ting these special economic conditions.

Not only does opti­vendo support startups as well as medium-sized and family-run compa­nies with general ques­tions regar­ding the manage­ment and stra­tegy, but also with prag­matic and success-oriented ques­tions regar­ding more funda­mental issues of busi­ness opera­tions and sales.

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International Companies

There are many reasons for inter­na­tio­na­liza­tion and market entry in a new country: For some compa­nies it is the deve­lo­p­ment of new sales markets, for others it is among other things cost-moti­vated reasons. But expan­sion should not be taken for granted. What works well in the dome­stic market is not auto­ma­ti­cally successful abroad. This applies to German compa­nies that want to grow abroad or want to relo­cate parts of their produc­tion or certain services for cost reasons, as well to foreign compa­nies that want to go the other way and enter the German market.

Each inter­na­tio­na­liza­tion project is a chall­enge in itself. There is no general valid stan­dard plan and requires, ther­e­fore, a proce­dure tail­ored to a company, the market and the industry. In addi­tion to a few basic requi­re­ments that a company must fulfill in order to be able to successfully tackle a foreign expan­sion or market entry in general, a number of ques­tions must be answered regar­ding the right stra­tegy and imple­men­ta­tion: Should the company manage a central head­quarter or estab­lish various decen­tra­lized country orga­niza­tions? Is the expan­sion to be promoted by organic growth or should an estab­lished company be bought in the target country?

In the end, the company has to still face tax and legal regu­la­tions that can be more complex and multi-layered than in the dome­stic country. The most important key factors for successful inter­na­tional expan­sion include corpo­rate factors, human resources, finan­cial resources and cultural, admi­nis­tra­tive and logi­stical factors. The diffe­rent cultural condi­tions have to be taken into account. With our many years of expe­ri­ence in finding, estab­li­shing and mana­ging loca­tions for German compa­nies in Europe and other parts of the world, we know which critical success factors need to be considered and how to manage them. In parti­cular, we also help foreign compa­nies realize their successful market entry in Germany.

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Housing Industry

The housing industry is strongly charac­te­rized by tech­nical moder­niza­tion. In addi­tion to exploi­ting syner­gies with cable network opera­tors, it also merges with the energy sector. Housing will become smarter in the future and networ­king will be further expanded with new technologies.

opti­vendo has iden­ti­fied the housing industry as a promi­sing growth market and has ther­e­fore entered the housing industry with a compre­hen­sive full-service consul­ting offer. First expe­ri­ences in working with energy provi­ders shows that decision-makers in the housing industry are progres­si­vely choo­sing an all-round care­free package in energy and heat supply, inclu­ding addi­tional services such as utility billing or legio­nella testing. Request for elec­tro­mo­bi­lity, photo­vol­taics, tenant elec­tri­city and other smart services comple­ment the product range.

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Our success stories

opti­vendo offers stra­tegic and prag­matic top manage­ment consul­tancy at the highest level. We live up to our claim when it comes to incre­asing short-term and sustainable sales and opera­tional perfor­mance of the compa­nies and orga­niza­tions we consult. We see ourselves as crea­tors among the consul­tants. Our approach begins with the use of the latest market know­ledge and market poten­tial, which we keep up to date.

We serve the entire range of sales and opera­tional chal­lenges to top manage­ment. As well as stra­tegic and orga­niza­tional aspects inclu­ding opera­tional imple­men­ta­tion issues – syste­matic and struc­tured sales, opera­tional processes and perfor­mance-oriented, tech­ni­cally inno­va­tive and digital – are the focus of our attention.

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With inno­va­tive solu­tions, we support senior execu­tives, mana­ging direc­tors and Heads of Depart­ments in achie­ving their goals. Our tech­nical exper­tise lies prima­rily in the sales of highly complex products and services.

Our opera­tional process exper­tise in project manage­ment is applied to customer service, tech­nical support and purcha­sing. As a specia­list in energy effi­ci­ency, we imple­ment solu­tions for energy manage­ment in the industry and medium-sized enterprises.

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Our customer land­scape is diverse, ranging from medium-sized enter­prises to corpo­ra­tions. We have more than 20 years of manage­ment expe­ri­ence in IT, tele­com­mu­ni­ca­tions, energy industry, finan­cial services, auto­mo­tive industry, trading, logi­stics, as well as services and outsourcing.

Our projects meet indi­vi­dual customer requi­re­ments and include cross-industry topics such as stra­tegy, orga­niza­tion, busi­ness deve­lo­p­ment, processes, employees, customer manage­ment, acqui­si­tion, energy-related services, tech­nical support and IT services.

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