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.
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.
Covid-19 was a turbo-catalyst in that many retailers introduced “omni-channel” virtually with a crowbar. Suddenly, tools and processes for online appointments were launched, curbside pickup was made possible, live shopping advice was introduced, and even the handling of QR codes, which had previously been unpopular and unused in Europe, became a matter of course.
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 medium-sized sector is the engine of the German economy. Small and medium-sized trading companies (SMEs) with up to 250 employees and/or 50 million euros in revenue generate around a third of the turnover and employ well over half of the social security-insured employees in Germany.*
They still exist, those locally run specialty shops with one or very few branches, focusing strongly on either a purely brick-and-mortar or regional omni-channel market approach.
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.
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 medium-sized sector is the engine of the German economy. Small and medium-sized trading companies (SMEs) with up to 250 employees and/or 50 million euros in revenue generate around a third of the turnover and employ well over half of the social security-insured employees in Germany.*
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.