CONSULTING IS A MATTER OF TRUST

The starting point for sales planning is the marketing plan, which sets the general conditions for all further activities. Due to the strategic and long-term nature of sales decisions and the associated high costs and risks, the sales process must be planned systematically. The following planning phases need to be considered:

Analysis of the sales situation

Sales planning usually begins with a systematic analysis of the most important (internal) strengths and weaknesses as well as the expected (external) opportunities and risks (SWOT analysis). The key is to generate the most objective representation of one's own position compared to the competition as a basis for the definition of realistic sales goals.

Determination of sales goals

The sales goals are not only derived from the needs of the end customer and the company, but should also consider third party service providers such as wholesalers, retailers, or freight forwarders and warehouses, and competitors. The goals are distinguished in the following categories:

• Economically oriented sales targets, such as increasing sales volumes, ensuring price levels and reducing sales and logistics costs
• Ecologically oriented sales goals, such as increasing energy efficiency
• Logistically oriented sales goals, such as increasing the degree of distribution, reducing delivery times and increasing readiness for delivery and reliability
• Psychologically oriented sales goals, such as ensuring a good sales image and maintaining or improving the willingness of trade to cooperate
• Competitive sales goals, such as the suppression of competitors

Development of the sales strategy

The sales strategy serves as a guide for all sales activities. These include the segmentation of the end customers and the distribution channels, such as the sales channels, the type and number of sales agents and the design of relationships with them (see also the main article of the sales strategy).

Determination of the sales budget

Here the financial scope is determined, that is available for e.g. field sales and promotional sales and so on.

Implementation of sales measures

The sales organization design should be realized based on the strategy and budget. The questions to be considered are how the sales agents are to be bound to the company, which incentive and compensation systems are used, and at which locations warehouses are to be set up.

sales controlling
At the end of the planning, it must be checked whether and to what extent the sales goals have been achieved (or not), and what adjustments are necessary. This performance review requires the determination of suitable key figures.

Our experience in the areas of controlling, rating and compliance shows the large field of tasks that are only partially and reluctantly tackled in this area, but are incredibly important.

We therefore support you with our practical experience and with the outside view in order to build up the basis for your sales in a sustainable way and to observe important elements.

The position of purchasing in the company organization depends on the size and structure of the company, as well as the importance of purchasing for the company. For example, this can be measured by the ratio of purchasing volume to total sales. In manufacturing companies, the share of externally purchased goods and services regularly exceeds 50% of the total costs. However, this importance is not always reflected in the design of the purchasing organization in practice.
For globally positioned companies with high purchasing volumes (e.g. the automotive industry), purchasing is generally a division organized under the CPO (Chief Procurement Officer), which bundles the purchasing power centrally for all plants or branches of the company (central purchasing). The CPO is not always a member of the board. He then reports regularly to the COO, CFO or CEO, sometimes to the production board. For companies that purchasing has less importance, individual plants or branches may have purchasing departments assigned to them (decentralized purchasing).

The current trend in the industry is the centralization of purchasing. In the context of this centralization, compliance with purchasing guidelines is an important aspect in order to promote the standardization of purchasing processes and their control. Fully automated approval processes today ensure that, especially in large companies, prior to the actual ordering process, a professional approval and prior to placing an order, a commercial license is issued. In this way, purchasing can be centralized, but the necessary competence decisions can be decentralized. The necessary business processes and rules are specified centrally and can be followed worldwide.

Due to globalization and digitization, purchasing among others gains by networking with warehousing, customs and distribution (to name but a few key areas) increased importance. Take advantage of our national and international experience in these areas.

Finance and accounting (F & R) is the heart of the data flow in a company and therefore particularly important. The quality of the data is of essential importance for the company and the management, as legal regulations such as GOB, HGB, EStG, KStG as well as many other laws have to be considered and adhered to here.

On the one hand, the F & R has to fulfill the legal requirements and on the other hand pursue operational goals. Thus, the database in connection with the cost center and cost unit invoicing is important for internal cost accounting and costing. This database is fundamental for controlling.

Even a successful company cannot exist without the necessary financial resources. For this reason the treasurer (financial administrator) in many companies has a similar importance as the controller. In the F & R, all the data flows of Accounts Receivable and Accounts Payable, General Ledger Accounting, Internal Cost Accounting, Personnel and Asset Accounting, and many other areas come together.

Not infrequently, the employees in this area work much more such as dealing with the insurance companies, for which it is necessary annually, to transmit key figures to the insurance company for the calculation of the contributions. In addition the contact to the lawyer, tax consultant and accountant is often in these areas as well since here also all laws must be complied with.

Due to the importance and complexity of these areas, a particularly high level of expertise is absolutely necessary for qualified advice. We provide this expertise with hands-on experience and qualifications as accountant, IAS accountant, controller and compliance officer (to name but a few) for a successful development of these areas.

A particular strength lies in our experience in the construction of all necessary systems and instruments in accordance with international laws in many parts of the world.

Human resources is also referred to as Human Resource Management, Personnel Management (PM) or Human Resource Management (HRM). The fields of personnel management and personnel administration are fields of action within personnel management.

The personnel management includes the following areas: Personnel Planning Personnel Development (PE) Personnel Development (PE) cooperation with the workers union or staff council

Personnel management includes the following areas: Recruitment or Personnel Marketing Workforce Deployment Human Resources Control Personal Controlling Personal Organization Compensation Management Staffing and   Personnel Policies

Modern human resources management aims at sustainable success, including aspects of social and environmental compatibility. For this purpose, the knowledge, methods and instruments of quality management (TQM, EFQM) and corporate governance are applied. Sustainable success means value retention and long-term value creation for the HR department of the future. For this, the needs of all stakeholders must be taken into account.

In order to achieve corporate goals, goal-oriented measures and resource planning in the area of human resources as well as a suitable corporate culture are required. The specific design of the individual areas in the individual company is also called personnel policy. In the context of company policy, the behavior and the way of acting are thus determined to achieve the operational goals. In part, such provisions are enshrined in a corporate mission or prescribed by means of work instructions. Economic and social processes are causally related.

High employee satisfaction, for example, causes

• higher labor productivity,
• more creative research and development,
• lower operating costs,
• longer term of employment,
• long-term retention of highly qualified employees ("talents")
• increased interest of high-quality applicants,
• less sick leave and absenteeism,
• lower personnel costs,
• higher benefits,
• faster response to changes in the market

Goals are:

• Securing jobs, sufficient income and working capacity
• Attracting and retaining the best employees without spending too much money
• Designing and improving the working environment and leadership culture as well as
• Bundling of all forces on the company goal

Some requirements - such as fulfilling the duty of care as an employer, job safety (fire protection, emission protection, environmental protection) and employee participation - are mandatory. From a strategic perspective, concrete goals can be derived for the executives, the teams and the employees.
People are the success of a business.

The ideas about working time and the division of labor have and will continue to change significantly. The current globalization and digitization has changed employee composition and jobs much faster than in the past.

With our international and intercultural experience, we can help you meet your requirements and achieve your goals better, more sustainably and with greater satisfaction for you as an business owner or manager and your employees.

Das Qualitätsmanagement gilt als Teilbereich des funktionalen Management, mit dem Ziel, die Effektivität und Effizienz einer Arbeit ( Arbeitsqualität )) oder von Geschäftsprozessen zu erhöhen. Dabei sind materielle und zeitliche Vorgaben zu berücksichtigen sowie die Qualität von Produkt oder Dienstleistung zu erhalten oder weiterzuentwickeln. Inhalte sind etwa

-          Optimierung von Kommunikationsstrukturen, -          professionelle Lösungsstrategien, -          Erhaltung oder Steigerung der Zufriedenheit von Kunden, -          Motivation der Belegschaft,

-          Standardisierungen bestimmter Handlungs- und Arbeitsprozesse, -          Normen für Produkte oder Leistungen, -          Dokumentationen, -          berufliche Weiterbildung, Ausstattung und Gestaltung von Arbeitsräumen

Bei der Gestaltung von Arbeitsabläufen in Organisationen soll Qualitätsmanagement sicherstellen, dass Qualitätsbelange den zugewiesenen Platz einnehmen. Qualität bezieht sich dabei sowohl auf die vermarkteten Produkte und Dienstleistungen, als auch auf die internen Prozesse der Organisation und ist definiert als das Maß, in dem das betrachtete Produkt oder der betrachtete Prozess den Anforderungen genügt. Diese Anforderungen können explizit definiert sein, sie können aber auch implizit vorausgesetzt werden (Erwartungen). Qualitätsmanagement führt somit nicht zwangsläufig zu einem höherwertigen Ergebnis, sondern stellt nur die vorgegebene Qualität sicher. Auch der Herstellungsprozess eines Billigprodukts kann einem vollständigen Qualitätsmanagement unterliegen. Qualitätszertifizierungen etwa nach ISO sagen somit nichts über die Produktqualität aus. Im QM als Managementaufgabe werden festgelegt:

• Qualitätspolitik
• Ziele
• Verantwortungen

Dabei liegt es im Interesse des Managements, eindeutige Beschreibungen niederzulegen. Andernfalls kann es persönlich für die durch das Produkt eingetretenen Schäden zur Verantwortung gezogen werden. Arbeitssicherheit ist die Sicherheit der Beschäftigten bei der Arbeit, also die Beherrschung und Minimierung von Gefahren für ihre Sicherheit und Gesundheit. Sie ist damit Bestandteil des Arbeitsschutzes im Sinne des Arbeitsschutzgesetzes, das Maßnahmen zur Verhütung von Unfällen bei der Arbeit und arbeitsbedingten Gesundheitsgefahren einschließlich Maßnahmen der menschengerechten Gestaltung der Arbeit fordert. Das Management von Sicherheit und Gesundheitsschutz der Beschäftigten zählt zu den unverzichtbaren Unterstützungsprozessen eines Unternehmens, in erster Linie aus humanen Gründen, aber auch aus wirtschaftlicher Sicht: Unfälle und berufsbedingte Krankheiten kosten sowohl die Unternehmen als auch die Gesellschaft viel Geld. Empirische Befunde weisen darauf hin, dass Defizite der Arbeitssicherheit und des Gesundheitsschutzes häufig gleichzeitig mit Mängeln in der Produkt- oder Dienstleistungsqualität zu beobachten sind, also auf Probleme der betrieblichen Organisation und Führung schließen lassen. Derjenige, der als Unternehmer oder als vom Unternehmer Beauftragter (betrieblicher Vorgesetzter, Meister, Betriebsleiter, bis herauf zur Geschäftsführung und zum Aufsichtsrat) Arbeit anordnet oder autorisiert, die nicht den Regelwerken und Normen der jeweiligen Branche entspricht, kann persönlich straf- und zivilrechtlich belangt werden. Zusätzlich müssen viele neue Bereiche intern und extern auditiert werden und nachweisen, dass ein funktionierendes Kontroll- und Überwachssystem vorliegt, durch das Mängel erkannt und abgestellt werden können. Die Stärke in unserer Beratung besteht hierbei in dem umfassenden Wissen der einzuhaltenden Vorschriften, die notwendig sind, um Sie als Unternehmer zu schützen.