Boutique strategy consultancy for
customer-centric business models
3 IDEAS THAT DRIVE US
Every company needs a big idea. At OhrConsulting, we even have three!
01
Customer Centricity
We firmly believe that, in future, almost all business models will need to be designed from the customer’s perspective. We support customer-centric strategies and innovations and ensure that top management consistently focuses on the customer.
02
Execution Focus
Strategy needs to be grounded in reality: Most strategy projects fail during implementation. We develop strategies by drawing on many years of practical experience and accompany each client until their strategy is fully implemented.
03
START-UP THINKING
In our experience, large companies, start-ups, and New Work enterprises can all learn from one another. That’s why we continually collaborate with start-ups, and integrate “start-up thinking” into our consulting work.
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OUR COMPETENCIES
We combine years of corporate and start-up experience with excellent strategy competence and methodology. We have comprehensive expertise in helping companies to efficiently acquire new customers, to enhance revenue from existing customers, and to align the whole value chain to the customer.
Customer-Centric
Business Models
OUR INDUSTRIES
We are passionate about customers. For this reason, we focus on industries where a high degree of direct or indirect customer orientation is fundamental.
Retail
Fashion, Luxury & Lifestyle
Start-ups
Digital business
Automotive
Hospitality, Food&Beverage
INSIGHTS
Discover the latest articles from our business blog and other exciting content focused on customer-centric business models.
The travel industry is not facing another evolutionary step in 2026 — it is facing a structural paradigm shift. As traditional, destination-centered vacation models lose their differentiation power, a new guiding principle is emerging: country-hopping as the mainstream.
Volatility is no longer an exceptional condition — it is a structural reality. And those who use it as a justification for abandoning strategic clarity lose both orientation and responsiveness.
It is indisputable that leadership is the second top skill - next to strategy - when trying to describe successful (top) managers. It is therefore most surprising that, especially in times of disruptive changes, remarkably few new leadership strategies are discussed and published.
The travel industry is not facing another evolutionary step in 2026 — it is facing a structural paradigm shift. As traditional, destination-centered vacation models lose their differentiation power, a new guiding principle is emerging: country-hopping as the mainstream.
Volatility is no longer an exceptional condition — it is a structural reality. And those who use it as a justification for abandoning strategic clarity lose both orientation and responsiveness.
It is indisputable that leadership is the second top skill - next to strategy - when trying to describe successful (top) managers. It is therefore most surprising that, especially in times of disruptive changes, remarkably few new leadership strategies are discussed and published.