Business Development

Business Development – Actively growing business segments

When we speak of business development, we mean achieving a positive and sustainable business process for a company, raising turnover and minimising costs – in a nutshell: increasing profitability.

There are a number of approaches to business development depending on project specification, market position, and company size or attitude. Some companies limit themselves to maintaining the status quo – which is not meant in a negative sense – by optimising their business through organisational changes and cost savings in personnel, sales, marketing, staff positions, suppliers and capital expenditure. Yet others focus on innovative product development, marketing initiatives, increased sales activities, tapping into new markets, acquiring new customers and business segments aligning their company to changed parameters in the marketplace as well as to the leisure, purchasing and communication behaviour of the target group in an ever more rapidly changing society. 

A holistic approach to solutions in sales, marketing, and technology

At a time of ever-increasing specialisation, a lot of potential in sales and marketing is not, or not sufficiently, recognised – or the implementation process breaks down due to interdepartmental conflicts, a lack of specialist knowledge or too little time being devoted to new subject matter.

Another important point is that many companies are not able to – or do not want to – keep up with the speed of technological development for a number of reasons. Either the added value is not clear to them, or the integration of these developments is too costly – or they simply lose their orientation in terms of what makes sense or what is feasible.

This is an understandable attitude, as many solutions are developed by engineers for engineers and do not always turn out in accordance with the requirements of the users and their companies. On the other hand, it is precisely here that a lot of unused potential can be meaningfully exploited for opening up new markets, acquisition, management information, sales controlling and marketing activities. This is exactly where our strength lies: in exploring, evaluating and implementing meaningful technical solutions as well as the latest technologies and state-of-the-art tools for your company’s sales and marketing organization.


We support you in achieving your goals with:

  • a corporate personality achieved through a balance of behaviour,  communications and visual identity both internally and externally,
  • sales concepts for optimised penetration of existing markets and exploitation of new markets,
  • an authentic market presentation that convincingly communicates the relevant customer benefits to your target groups,
  • market studies to ensure your decisions are substantiated,
  • transfer of technological know-how from the IT and telecommunications  sectors, sales and marketing tools, and sector solutions,
  • new perspectives and creative impulses to neutralise internal frustrations and freeze-ups,
  • lobbying in order to gather, evaluate and utilise specific information that can positively influence your decision-making proces.

What Business Development means to us

New business models as a result of business development

The different types of business development

The importance of business development

■ The most important goals

■ The range of tasks of the business development manager, including:

                – Innovation promotion

                – Strategy and organizational development

                – Development of new markets

■ Organizational anchoring options.

                 – Integrated corporate function for technology and product development

                  – internal consulting team

                  – Sales unit generating new customer business

                  – Subarea of corporate planning

Advantages and disadvantages of the different anchoring options

Characteristics, tasks and organizational anchoring of business development

■ What is a business model anyway?

■ Why new business models?

■ New vs. changed business models

■ The different types of business models

■ Strategic instruments for the development of new business models

■ Professional business planning

■ The essential elements of a business plan

■ The form of the business plan

■ Systematic preparation of a business plan

■ What makes a good business plan?

■ Dos and don’ts in the preparation of business plans.


Business development as a task of strategic management

■ Guard rails of entrepreneurial action

■ The levels of strategic management

                – Corporate strategies

                – Business unit strategies

                – Functional strategies

■ The most important instruments of strategic business development management

                – Porter’s industry structure analysis

                – Benchmarking

                – Ansoff matrix

                – SWOT analysis

                – Market segmentation

                – Competitive strategies according to Porter

■ Presentation of best practice examples