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It is well known that in the customer’s mind, it is “added value” which distinguishes brands from products/services. This “added value” defines why customers will pay extra for top brands and remain relatively “faithful” to them, even in difficult times or when competitors tempt them with cheaper products or services.

For us, positioning means developing this added value for the brand, regardless of whether it is a consumer goods brand, a service or trade brand, a brand in the business-to-business sector or a corporate brand. The aim is to create winning brands which will become the driving force for sustained growth. Our range of instruments based on the behavioural sciences is particularly helpful in this context.

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BWP develops comprehensive growth strategies in cooperation with its clients: the challenge is to identify the most significant potential and strongest “leverage” for growth for the purpose of determining the right strategies and marketing plans.

Sometimes, the beginning of a growth strategy is merely a pre-defined sales or turnover target for the next two to five years. Our task is to find out the shortest, safest and most economical way to reach this target. Using a modified product or brand portfolio? By means of certain (available or viable) innovations? Using new price models? By opening up new target groups, segments or regions? By changing the positioning or brand communication? By using a certain combination of the options mentioned above?

Once this has been determined, we supply a detailed strategic statement as to which way is the best – and why.

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Innovation is generally known to be the driving force behind growth – in all areas of business and industry. However, the most successful innovations are frequently not those from the research laboratories or engineering offices, but those which are developed by marketing strategists from a deeper understanding of the customer and his unfulfilled needs. But what is the right way to find out which innovations will hit the customer’s nerve most accurately? And what conceptual methods are used today to find product or service innovations which could break out of the conventional “rules and regulations” of the market and open up new growth horizons?

Firstly, BWP supports the development and quality control of new product concepts with “blockbuster” potential. Secondly, we help our clients anchor the structures and processes needed within the company to keep the innovation engine running in top gear. This organisational challenge is faced particularly often by globally-oriented companies.

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Globalisation leads to “patchwork” structures in the company: heterogeneous work and management practices in various company divisions or regions. Our “Marketing Excellence” training concept serves to introduce uniform thought patterns, work structures and management structures in the areas of marketing, communication and branding – throughout Europe and the world, so that the business unit in Canada works in the same way and at the same level as the business unit in Indonesia.

How do you write a business recommendation as the basis for management decisions? How do you develop and write “concepts“ for new products, services or brand communication? How do you develop marketing strategies and plans?

This BWP training series, which has been in existence since 2004, has already met with a gratifying reception from our clients, because it is results-oriented and100% practice-based – without any kind of dead weight.

Our training sessions are held in German and English, for national and international marketing organisations, for groups of 5 to 15 participants.

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We at BWP see ourselves as Marketing Strategy Consultants. Our service focuses solely on the area of strategy and implementation, and thus distinguishes itself clearly from market research institutes on the one hand and from creative agencies and implementation-oriented marketing service providers on the other.

Our service frequently begins with a “Strategic Review”. This means we analyse and assess the strategy currently being employed in the company (insofar as such a strategy exists) for its potential to change the behaviour of the target groups: the customers, dealers, intermediaries, opinion leaders and investors. A promising new strategic approach often becomes evident at the conclusion of this analysis phase.

Where our service ends depends solely on the agreement made with the management. In most cases, our consultants act as coaches during the implementation phase: lead workshops, control agencies, and develop conceptual guidelines for various company areas in accordance with the superordinate strategy. Moreover, we in a sense assume the role of “defender of the strategy” and “fight” to ensure that the new, successfully adopted growth strategy is correctly adapted and implemented in various regions and markets.

In some cases, our clients prefer to carry out the implementation phase themselves, as soon as the strategy itself has been successfully tested. In contrast, there are special cases where our consultants are engaged to act as interim managers for the client over many months, to implement the strategy themselves on site and to lead the company to success.

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