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Strategy consulting

The medium-sized printing and packaging industry is facing one of its biggest challenges of the last 20 years:

  • Dynamically changing markets (industry consolidation).
  • New technologies (digital printing)
  • Digital transformation (integrated print factory)
  • Global supply bottlenecks
  • Cost increases for energy, paper, cardboard, etc.

„Those who do not have confidence in the future lack a business plan.“

Dr. Johannes Warther
Partner, Apenberg & Partner.

The responsible managers are now challenged to prepare the right course for their companies and to realign the corporate strategy for the future. Only companies that know where they want to go and what needs to be done to get there will be successful in the long term.
We show you potentials and innovative solutions to successfully master the challenges of the future.

Apenberg & Partner has been one of the leading experts in the printing and packaging industry since 1987. Together with our clients' teams, we develop effective corporate strategies and support their successful implementation. Our clients appreciate our pragmatic approach, which has been developed especially for the requirements of our medium-sized clients (50 to 500 employees).


Five-step strategy review

Each strategy project is triggered for different reasons. First of all, the goals that are to be achieved with the strategy must be named. Then it must be determined who will develop the strategy and what resources are available.

The basis of successful strategy development is a precise analysis of the initial situation. Data from the market and the company are collected, analysed, evaluated and condensed into an "analysis report". Central questions can be derived from the results:

  • Where do opportunities arise for the company?
  • Are there areas of activity that should be reduced?
  • Where can we build on strengths?

The aim of strategy development is to determine the future direction of the company on the basis of previous findings. As a rule, various options can be discussed and evaluated. The aim is to weigh up which strategy variant is most promising. The best variant is selected, operationalised and formulated in a strategy paper.  

In strategy implementation, it is determined how the strategy can be implemented effectively and in what timeframe. Action plans and concrete measures are developed for this purpose. The central questions are: Who does what, by when and with what means? The result of this step is a prioritised action plan. 

Effective strategy controlling ensures that the strategy is implemented as planned. Deviations in the implementation can thus be recognised at an early stage and appropriate measures can be initiated.

Customized strategies for commercial, label or packaging printers

Strategy process according to Mintzberg, Kotler, Kaplan/Norton and Hamel
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