How do we develop the strategy?

Digital strategies are complex entities with many facets and subtleties, especially in the context of existing organizations. They must be planned and defined in great detail. That is one of the main reasons we are so broadly positioned as a team and as a company; the digital world of today no longer fits into just one head.

However, to ensure that there is still a sound documentation at the end of the digital strategy development, we summarize the many individual elements in consolidated forms. This way, stakeholders can understand the defined strategy more easily and decisions can be made much faster (e.g. on a buy-in).

We summarize, model, and draft comprehensible calculations and documents that later form the basis of operational control during the implementation phase. The classic elements of these summaries are:

  • Business Canvas: The famous one-pager that aggregates top-level results
  • Slide-Deck: The necessary slides to pick up the circle of decision-makers
  • Spreadsheets: Models and variously calculated scenarios with the forecasts at revenue, cost, or earnings level

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Strategy workshops

Strategy workshops in which we plan the next and necessary steps are often part of our projects. In these, we either take a horizontal perspective on the project’s next phases and topics, or a vertical one into the details to achieve the necessary depth and potential there.

What you can expect from our strategy workshops:

The thematic blocks in which we tackle the tasks at hand are always the same. They are structured as follows: 

  • Objective of the appointment
  • Goals and current status of the project
  • Description of the concrete question or task
  • Analytical and descriptive introduction to the topic
  • Joint discussion and development of possible solutions
  • Definition and assignment of tasks and responsibilities
  • Time planning of the further procedure


These meetings serve to work out the important strategy elements together, to get an overview of its further development, and to be able to urge it on more efficiently.

Structuring the business plan

Whether a business plan can later be easily understood by the various stakeholders depends very much on its structure. Above all, the critical and innovative elements as well as the operational levers through which a relevant competitive advantage is to be created must be well explained and presented.

We have project-proven templates and practical examples for every necessary aspect of a business plan, on which the respective elements can be built. This clean preparatory work can later be used to test various assumptions and scenarios in the same document and familiar structure in order to work out a realistic course of your business development.

Even if we don’t develop an entire business plan together, but only sales forecasts, marketing costs, or savings potentials, we still work with our comprehensive models so that we can later adapt and expand them accordingly.

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Business case modeling

At the heart of any solid business plan is a scenario analysis, in which different premises find their way into the plan, and we analyze the impact they might have on the results. These aspects concern:

  • Volatility of purchase prices
  • Changes in marketing costs (CPM, CPC, etc.)
  • Assumptions about conversion rates in the journey and funnel
  • Influences of sales prices on shopping carts
  • Customer lifetime value and loyalty considerations

 

In part, these factors are interdependent and influence each other. Their effects must be considered in a model and thoroughly documented in order to describe the course of business development. In this way, expectations can be set and decisions made accordingly, since everyone will have a similar idea of what will roughly happen later during implementation.

Planning and support of the business launch

Once the business plan is in place and the decisions to implement it have been made, the next step is to carry out a launch project. 

We have experienced much in terms of launch projects including the founding of companies or subsidiaries, the spin-off of teams or departments, all the way to integration projects in brand and marketing teams.

All of these involve considerable change that goes hand in hand with new, unfamiliar topics and playing fields as soon as the project becomes widespread in the organization and more people are involved. Therefore, it is also important to plan and proactively manage internal communication and organizational onboarding in order to be able to act as conflict-free as possible. 

We have a lot of experience in this area and the necessary intuition to motivate company employees and to bring the positive aspects of change to the fore.

In addition to this internal setup, the required external partners and the new systems or platforms must also be introduced effectively and efficiently and set up according to plan. In this, we can not only provide guidance and mediation in project control, but also take over parts of the “heavy lifting” as a catalyst and set up the structural and process organization to such an extent that the team can later take it over operationally.

Digital Business Topics

We take a close look at your current strategy and make recommendations for action.

We thoroughly examine your current strategy and provide actionable recommendations.

Get to know your (potential) customers and their needs.

Find out how you can be found online and how you can show users the way.

We carefully analyze your digital potential on the market and plan the next steps.

Success Stories

Learn more about what we do with and for our partners, how we develop strategies that help them reach their goals, and how we support their digital journey.

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These are your contact persons

Miriam Ochs
Project-Strategian
Kristina Lange
Digital Business Starter
André Hellmann
Chief-Strategian
Stephan Sperling
eCommerce-Strategian
Christina D’Ilio
Digital Business-Strategian
Lars Grasemann
Marketing-Strategian
Daniel Kudwien
Product-Strategian
Anna Gienger
Marketing-Strategian