Starnberger See Gespräche 2025

SALES IS A CRAFT. MASTER IT. Everybody talks about sales strategy. Market strategies. Growth strategies. Customer strategies. Go-to-market strategies. Fine. But even the smartest strategy is worthless if the execution is poor. Sales is not only strategy. Sales is craftsmanship. And craftsmanship means doing the basics exceptionally well. Every day. Again and again. 1. SHOW UP. Go and see your customers. Not only on Teams. Not only by email. Not only when there is an RFQ on the table. Get in front of them. Show genuine interest. Understand their business. Understand their problems. Build relationships. And make one thing unmistakably clear: We want your business. Customers should feel that you are willing to work hard for the relationship. 2. PRIORITIZE YOUR CUSTOMERS. Not every customer deserves the same amount of your time. Cluster them. A. B. C. Know which customers generate your business today — and which customers could generate your business tomorrow. Define priorities. Then define the right actions for every cluster. Who needs a personal visit? Who needs management attention? Who needs technical support? Who needs a call every month? Stop treating every customer the same. 3. PUT A NUMBER ON EVERY CUSTOMER. What is the potential? €500,000? €1 million? €5 million? Define it. Then define how much of that potential you intend to capture. Because if you don't know where you want to go, don't be surprised where you end up. Or, as the old saying goes: “No wind is favorable to the sailor who does not know which port he is heading for.” Customer potential without a target is just a number. Give every important customer a destination. 4. BE RELENTLESS. Sales requires persistence. Especially with customers who are not buying from you yet. And especially with customers you have lost to competitors. My rule is simple: Approach them ten times. Call. Visit. Follow up. Bring an idea. Bring an expert. Bring a solution. Come back. Again. Again. Again. Not because you want to annoy them. Because you want them to understand: We want you as our customer. And we are willing to fight for your business. 5. WORK. WORK. WORK. There is no sophisticated substitute for hard work in sales. Do your homework. Prepare your meetings. Know the customer. Know the decision-makers. Know the competition. Know the opportunity. Follow up. Keep your promises. Document what you agreed. Define the next step. And then execute it. That is what I mean by clean sales craftsmanship. Sales success is not created in PowerPoint. It is created through hundreds of disciplined actions in the market. Step by step. Customer by customer. Opportunity by opportunity. Strategy tells you where to go. Tactics get you there. And execution separates those who talk about growth from those who actually deliver it. Show up. Be prepared. Be persistent. Execute relentlessly. That is sales. SALES IS A CRAFT. MASTER IT. Everybody talks about sales strategy. Market strategies. Growth strategies. Customer strategies. Go-to-market strategies. Fine. But even the smartest strategy is worthless if the execution is poor. Sales is not only strategy. Sales is craftsmanship. And craftsmanship means doing the basics exceptionally well. Every day. Again and again. 1. SHOW UP. Go and see your customers. Not only on Teams. Not only by email. Not only when there is an RFQ on the table. Get in front of them. Show genuine interest. Understand their business. Understand their problems. Build relationships. And make one thing unmistakably clear: We want your business. Customers should feel that you are willing to work hard for the relationship. 2. PRIORITIZE YOUR CUSTOMERS. Not every customer deserves the same amount of your time. Cluster them. A. B. C. Know which customers generate your business today — and which customers could generate your business tomorrow. Define priorities. Then define the right actions for every cluster. Who needs a personal visit? Who needs management attention? Who needs technical support? Who needs a call every month? Stop treating every customer the same. 3. PUT A NUMBER ON EVERY CUSTOMER. What is the potential? €500,000? €1 million? €5 million? Define it. Then define how much of that potential you intend to capture. Because if you don't know where you want to go, don't be surprised where you end up. Or, as the old saying goes: “No wind is favorable to the sailor who does not know which port he is heading for.” Customer potential without a target is just a number. Give every important customer a destination. 4. BE RELENTLESS. Sales requires persistence. Especially with customers who are not buying from you yet. And especially with customers you have lost to competitors. My rule is simple: Approach them ten times. Call. Visit. Follow up. Bring an idea. Bring an expert. Bring a solution. Come back. Again. Again. Again. Not because you want to annoy them. Because you want them to understand: We want you as our customer. And we are willing to fight for your business. 5. WORK. WORK. WORK. There is no sophisticated substitute for hard work in sales. Do your homework. Prepare your meetings. Know the customer. Know the decision-makers. Know the competition. Know the opportunity. Follow up. Keep your promises. Document what you agreed. Define the next step. And then execute it. That is what I mean by clean sales craftsmanship. Sales success is not created in PowerPoint. It is created through hundreds of disciplined actions in the market. Step by step. Customer by customer. Opportunity by opportunity. Strategy tells you where to go. Tactics get you there. And execution separates those who talk about growth from those who actually deliver it. Show up. Be prepared. Be persistent. Execute relentlessly. That is sales.

Diese fünf unterschiedliche Managementbegriffe werden (sehr) oft vermischt und dadurch entstehen falsche Entscheidungen .Jede Ausgangslage verlangt andere Maßnahmen, Prioritäten und Führungsmethoden.Wer wirtschaftliche Probleme mit wohlklingenden Begriffen beschönigt, verzögert notwendiges Handeln.Die Kernbotschaft lautet: Probleme klar benennen, konsequent handeln und Ergebnisse nachweisen.:devider:Kurze Übersicht:Die fünf Begriffe nach der AbgrenzungWarum Führungskräfte die Begriffe Change-Management, Transformation, Restrukturierung, Sanierung und Turnaround sauber unterscheiden müssen. Wer sie vermischt, riskiert falsche Entscheidungen und verschleiert die tatsächliche wirtschaftliche Lage. ‍‍Change-Management ...... bedeutet, Prozesse, Systeme oder Arbeitsweisen in einem grundsätzlich funktionierenden Unternehmen zu verändern, während das Geschäftsmodell weitgehend bestehen bleibt. ‍‍Transformation ...... verändert dagegen die wirtschaftliche Logik und beantwortet die Frage, womit das Unternehmen künftig sein Geld verdient. ‍‍Restrukturierung ...... passt Strukturen, Kosten und Abläufe an veränderte Marktbedingungen an und sollte möglichst stattfinden, bevor eine Krise entsteht. ‍‍Sanierung ...... wird notwendig, wenn die Existenz bedroht ist und Liquidität, Handlungsfähigkeit und Überleben gesichert werden müssen. ‍‍Turnaround ...... bezeichnet die nachweisbare, nachhaltige Wende zum wirtschaftlichen Erfolg als Ergebnis wirksam umgesetzter Maßnahmen. :devider:Jeder dieser Begriffe steht damit für andere Anforderungen an Führung, Prioritäten und Umsetzung. Die zentrale Forderung lautet: Probleme präzise benennen, konsequent handeln und den Erfolg an tatsächlichen Ergebnissen messen.‍

China: A strong market. A key pillar of Innomotics. China is of central importance to Innomotics—as a market, a production hub, and a vital part of our global organization. Our sites in China embody the local roots of our business and our industrial expertise. To me, one thing is clear: success here requires staying close to the customer, understanding the market, reacting quickly, and delivering outstanding performance every single day. Market potential alone doesn’t secure orders; we have to turn that potential into business through a strong local presence, clear accountability, and consistent execution. Our Chinese team plays a crucial role in this. Our colleagues know the customers, understand their requirements, and bridge the gap between our global expertise and the local market. This connection is what makes us strong. My goal is for us to make greater use of the knowledge and experience held by our team in China across the entire Innomotics organization. Collaboration means learning from one another and improving together. Thank you to our colleagues in China for your dedication and your contribution to our shared success. China is a key pillar of Innomotics. Let’s build on this strength. Let’s win customers. Let’s deliver results. Together.

Die Kunst, sich nichts vorzumachen. Dieses Buch wird nicht jedem gefallen. Das soll es auch nicht. Es ist kein Wohlfühlbuch. Kein Ratgeber voller Hoffnung, Motivation und schöner Absichten. Es geht um eine unangenehm einfache Erkenntnis: Am Ende zählt nicht, was du wolltest. Es zählt, was du getan hast. Die Tabelle lügt nicht. Erfolg kann gefährlicher sein als Misserfolg. Hoffnung ist keine Strategie. Kontakte sind noch kein Netzwerk. Stillstand ist keine Stabilität. Und niemand von uns ist unersetzbar. Wir machen uns erstaunlich viel vor – über unsere Leistung, unsere Beziehungen, unsere Karriere, unseren Erfolg und vor allem über uns selbst. Dieses Buch hält dagegen. Mit Klarheit. Mit Wissenschaft. Mit Erfahrungen aus dem echten Leben. Und manchmal mit einer Sprache, die wehtut. Denn Veränderung beginnt nicht mit Motivation. Sie beginnt in dem Moment, in dem du aufhörst, dir selbst Bullshit zu erzählen. „Die Kunst, sich nichts vorzumachen“ von Ulvi & Vincent Aydin Coming soon. Keine Ausreden. Keine Selbsttäuschung. Nur Klarheit.