Making a successful new start

The coronavirus crisis has highlighted the worldwide susceptibility and deficiencies of existing structures and systems in politics, society, sport and business. At the same time, it has helped us to focus on important aspects of living together: on solidarity and helping each other, but above all on our health.

Following the economic downturn, many start-ups, self-employed individuals and medium-sized companies (SMEs) now face a new start. In this difficult situation it is not easy to see the opportunities. But it is precisely this positive thinking and acting with which time and again moving stories of success are told: Sportsmen and women who make a comeback after injury. Communities that successfully rebuild after natural catastrophes. Companies that again operate successfully after insolvency.

In economic life, there are many occasions for starting something new. For example, strategic innovations, management changes or changing customer requirements lead to companies having to rethink and act differently. It is up to management, supervisors and employees to successfully make a new start together: by learning how to create a mood of optimism and to establish a new attitude. In this context, marketing, corporate communication and brand management can always help.

1) #LearningLearningLearning

With a new start, a condition should be achieved that is better than at the outset. A clear objective and an unambiguous strategy are fundamental: What do we want to achieve? What do we have to do to achieve it, and what should we do differently or better? The learning process required for the successful achievement of the objective should be made transparent within the organisation. It is the task of marketing and corporate communication to provide regular information on what has been learned, to market new solutions and to motivate those involved to achieve the objective.

What impressed me was the willingness to learn on the part of professors on the Business Mathematics course at TH Rosenheim (university). In order to increase the number of registrations, they attracted those interested in the studies by technical competence. With „Check your future-plus“, the very good professional prospects of business mathematicians after completion of their studies was placed in the foreground of a marketing campaign. “With the development and implementation, we professors worked together with students. For me, this was important in order to learn more about the attitudes, motivation and points of view of school-leavers as our target group. I also learned a lot about the advantages of digital communication,” says Prof. Dr. Viktor Sandor as head of the project. For example, to address generation Z better, the website was SEO-optimised and measures were increasingly started via social media. Meanwhile, the first brief teaching videos are running on YouTube, for example “Cool maths party tricks”.

2) Creating a mood of optimism

Regarding the economic consequences of the coronavirus crisis, one German daily newspaper headlined: “We need a new economic miracle”. This includes less bureaucracy, regulation and protection of vested rights. In order to create a mood of optimism, however, much more is required: among other things, courage for new ideas, willingness to take risks and hands-on action. Also enthusiasm for going down new paths and for establishing new ideas successfully. For example, to strengthen customer guidance with marketing and brand management.

I was impressed by the mood of optimism at ROCKBIRD. This company, which was created by the fusion of two market leaders, is currently repositioning itself in the market for fleet management. To optimise customer guidance and to set up the new website, the service offer of the new brand ROCKBIRD was defined and the customers’ processes and requirements were analysed in a targeted way. “As a consequence of our new “customer centricity”, we are now addressing customer requirements in a targeted manner with active and activating benefit and solution messages,” explains Managing Director Andreas Lampprecht. “Employees from Sales and Service have been responsible for working on this reorientation. This will simplify their future benefit- and solution-oriented addressing of customers in their direct communication and via other communication channels.”

3) Establishing a positive attitude

A sustainably successful economic upturn after the coronavirus crisis must be managed with other ways of thinking and acting. For example, experts are demanding the increased use of home workplaces or the implementation of modern management systems such as Six Sigma. In order to successfully implement such a cultural change, companies must not only motivate and inspire their employees. The establishment of a new attitude must originate in and be exemplified by top management.

I was impressed by the attitude of the management of two of my start-up customers. Vulidity has in a short time successfully established itself as a start-up for ”Cyberdefense” without venture capital. Although Vulidity itself is in the process of re-orientation, during the corona crisis it has spontaneously carried out free security checks at medical facilities. Nevertheless, the digitalisation of its own service spectrum has continued. “We have completely switched the sale of hardware products over to digital software solutions. From now on, customers no longer need to integrate additional devices in their server room, but they can now install our software on existing servers, or access them via virtual platforms,” says CFO Heinz Siegert, explaining the digital development process on the basis of an intensive dialogue with customers.

Furthermore, the management of the “Im.Puls Team Unternehmensgruppe”, which provides services for prevention, therapy and work-life balance. Despite the coronavirus crisis, the health start-up has implemented its extensive investment programme – even though this is linked to not inconsiderable financial risks. “We consciously decided on implementation in order, after our successful foundation phase, to take the next step from a start-up to a small company, and to grow sustainably,” says Managing Director Oliver Rychter, explaining his willingness to take risks. “This was possible above all on account of the extraordinary enthusiasm, motivation and willingness to perform on the part of all employees, which was created by active personal communication among one another. For this positive attitude I am extremely grateful.”

My skills for your success (selection):

  • 25 years of experience in marketing, coporate communication, brand management and investor relations
  • Communication of large-scale projects: IPO, merger, acquistions, change of ownership, financial transactions as well as crisis, integration and change processes
  • Over 1,000 projects for enhancing corporate identity internally and externally

You have questions about my offer or a specific requirement? I am happy to help you and look forward to hearing from you.