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.
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.
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.
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.
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.
It is difficult to imagine modern companies without the new world of work, which is much more flexible, self-determined and characterized by home office and digital working.
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.