Discover the latest articles from our business blog and other exciting content on the topic of customer-centric business models.
Google search returns close to 3 billion results for the keyword “strategy,” Amazon offers several 100,000 books and podcasts on “strategy,” nearly everything from chess play to war and sports right up to orchestra has been used to illustrate (or demonstrate)what (great) strategy looks like.
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.
Most companies today have a loyalty program. Many have invested millions in building sophisticated ecosystems of points, discounts, status levels, apps and rewards – and management teams proudly report growing membership numbers and increasing participation.
SDGs, ESG, 3Ps, CSR, CSRD, CO2, SBTi, DNK, GRI … WTF? What sounds more like a reprise of the Fanta 4 hit “MfG” triggers many question marks for companies that are starting to deal with their sustainability strategy.
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.
The first major e-com crisis is a good time to adjust the business model and strategy
Adjusting the right levers in pricing can achieve an EBIT increase of 1 to 1.5 percentage points in a short time. This is demonstrated by numerous reference projects in the construction supply, medical, or retail industry.
Over the past decade, companies have invested heavily in digital capabilities.
They have built e-commerce teams, expanded analytics functions, implemented customer data platforms, introduced marketing automation systems, and more recently invested heavily in Artificial Intelligence. At the same time, a new assumption has quietly emerged across many organizations:
For the past two years, the business world has been obsessed with Artificial Intelligence. Every conference talks about it, every board discusses it, every software provider integrates it, and virtually every organization is trying to understand how AI will change its business. The pace of progress has been extraordinary – and increasingly, it is becoming clear that AI is far more than another productivity tool.
Most companies today have a loyalty program. Many have invested millions in building sophisticated ecosystems of points, discounts, status levels, apps and rewards – and management teams proudly report growing membership numbers and increasing participation.
Companies have never had more customer data than they do today. They know what customers bought, when they bought, how much they spent and which campaigns generated the highest response rates. Yet despite unprecedented investments in CRM, customer data platforms and Artificial Intelligence, many organisations still struggle to identify their greatest growth opportunities. The reason is surprisingly simple. Data describes transactions. Customer understanding explains people. Sustainable growth begins not with collecting more data, but with developing a deeper understanding of customers than competitors do.
More than 30 years ago, researchers such as Frederick Reichheld and W. Earl Sasser helped establish what would become one of the most influential management disciplines of our time: Customer Relationship Management.
Customer Experience is becoming a key competitive factor in B2B. Companies that successfully combine digital and personal customer interactions can significantly improve customer loyalty, efficiency, and revenue growth.
Over the past decade, companies have invested heavily in digital capabilities. They have built e-commerce teams, expanded analytics functions, implemented customer data platforms, introduced marketing automation systems, and more recently invested heavily in Artificial Intelligence. At the same time, a new assumption has quietly emerged across many organizations:
For the past two years, the business world has been obsessed with Artificial Intelligence. Every conference talks about it, every board discusses it, every software provider integrates it, and virtually every organization is trying to understand how AI will change its business. The pace of progress has been extraordinary – and increasingly, it is becoming clear that AI is far more than another productivity tool.
Most companies today have a loyalty program. Many have invested millions in building sophisticated ecosystems of points, discounts, status levels, apps and rewards – and management teams proudly report growing membership numbers and increasing participation.
Companies have never had more customer data than they do today. They know what customers bought, when they bought, how much they spent and which campaigns generated the highest response rates. Yet despite unprecedented investments in CRM, customer data platforms and Artificial Intelligence, many organisations still struggle to identify their greatest growth opportunities. The reason is surprisingly simple. Data describes transactions. Customer understanding explains people. Sustainable growth begins not with collecting more data, but with developing a deeper understanding of customers than competitors do.
OhrConsulting, a strategy and management consultancy, helps clients focus on customers across the value chain. In our consulting work, we draw on in-depth strategic and operational expertise, and focus squarely on sales and implementation relevance. Our experiences show that strategies conceived from the customer’s perspective yield the maximum success for our clients. Our ecosystem of experts includes start-ups and innovative agencies in order to offer our clients maximum innovation.