Jürgen Rautert — The View from ‘Hei’ Above
1. Marketing: What do I offer at which price level to whom, using which channel? Is my business model sustainable?
2. Environment: How do I make sure to offer an idea to those clients who care?
3. Quality: Do I know what my clients think about my offered quality? Not just print quality—this is taken for granted anyway, but in terms of contact, timely delivery and many other aspects to make business easy with my enterprise.
4. Productivity: Do I know where my bottlenecks are? Is my productivity increasing at least 5 percent per year?
5. Value Add: How do I create something special that is less vulnerable in price negotiations?
6. Transparency: Do I have a transparent and realtime view into my operations to identify bottlenecks and to evaluate the corresponding costs and potential savings? Do I know the status of any job, anytime, effortlessly?
7. People: Do my people know how? Are their targets in sync with mine?
We are identified with hardware and software, our customers rely on our service availability, but we are going on: Our business development team for example offers support tailored to the needs of every single customer in the following fields: Strategy Development, Sales and Marketing, Succession Planning, Financial Management, Organizational Development, and Mergers and Acquisitions.
PI: How will Heidelberg’s recent job cutbacks affect its ability to pursue sales opportunities worldwide? How will they affect other functions besides sales?
Rautert: The majority of the job cutbacks already made and planned for the future will affect the factory and the administrative parts of the organization. We will manage our service capacity according to the needs of our clients.
We will absolutely stick to our strategy of providing print shops with substantial production and cost benefits and continue to provide the known level of service and consultancy expertise in all regions.