In the past months companies of all sizes have undergone a crash course that has taught them that established business structures aren’t always a good fit with customers’ actual needs. The corona era has thrown up fundamental questions:

• What products and services do we offer?
• How can we develop them and who do we need to do this?
• How long will development take and what price can we demand?

It is an illusion to believe that we can gain control over a situation by focusing exclusively on the offering because this is quantifiable. Working on the assumption “It is always possible to control what I do but rarely what others do” can result in us overlooking core issues such as:

• What are the problems that people have and that we want to solve?
• How do we want to solve these problems?
• How much money are people prepared to spend on these products and/or services?

Answers to these questions require in-depth analysis, not number crunching. In addition to this, they usually result in changes that can impact work structures and, in the final instance, also pricing.

Nevertheless it is clearer than ever today that good health is invaluable. It is therefore advisable not to focus exclusively on economic success, because in the worst case it might be a long time coming. Companies that had the right products were, of course, also commercially successful during the corona lockdown. Success is, however, only invaluable if the trust that employees and customers have in a company is sufficient to carry it through any crisis.

Demand orientation with Global DiVision…