{"id":3051,"date":"2025-12-08T08:06:57","date_gmt":"2025-12-08T08:06:57","guid":{"rendered":"https:\/\/cofitconsult.com\/strategy-development-in-5-steps-explained-using-the-example-of-alpentech-gmbh\/"},"modified":"2026-01-15T10:25:51","modified_gmt":"2026-01-15T10:25:51","slug":"strategy-development-in-5-steps-explained-using-the-example-of-alpentech-gmbh","status":"publish","type":"post","link":"https:\/\/cofitconsult.com\/en\/strategy-development-in-5-steps-explained-using-the-example-of-alpentech-gmbh\/","title":{"rendered":"How medium-sized companies successfully implement strategies"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"3051\" class=\"elementor elementor-3051 elementor-633\">\n\t\t\t\t<div class=\"elementor-element elementor-element-729e7b9 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-parent\" data-id=\"729e7b9\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-bbe9c88 elementor-widget elementor-widget-heading\" data-id=\"bbe9c88\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<h1 class=\"elementor-heading-title elementor-size-default\">The key steps in successful strategy development:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-9a7ca22 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-parent\" data-id=\"9a7ca22\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-66e43d7 elementor-widget elementor-widget-text-editor\" data-id=\"66e43d7\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><span lang=\"DE-AT\" style=\"font-size: 12.0pt; line-height: 115%; font-family: 'Aptos',sans-serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: Aptos; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: DE-AT; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;\">In an age where markets are becoming increasingly dynamic and competitive, a clear corporate strategy is crucial. This article outlines the five key steps of a <u>successful <\/u>strategy process, explained in practical terms using the example of the <b>fictional Alpentech GmbH<\/b>, a medium-sized industrial company from Austria. At the end of the article, common mistakes are highlighted.<\/span> &nbsp;<br><span style=\"font-family: Aptos, sans-serif; font-size: 12pt; font-style: inherit; font-weight: inherit;\">Enjoy reading!<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-cdac586 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-parent\" data-id=\"cdac586\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-26d2e23 elementor-widget elementor-widget-n-accordion\" data-id=\"26d2e23\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;default_state&quot;:&quot;expanded&quot;,&quot;max_items_expended&quot;:&quot;one&quot;,&quot;n_accordion_animation_duration&quot;:{&quot;unit&quot;:&quot;ms&quot;,&quot;size&quot;:400,&quot;sizes&quot;:[]}}\" data-widget_type=\"nested-accordion.default\">\n\t\t\t\t\t\t\t<div class=\"e-n-accordion\" aria-label=\"Accordion. Open links with Enter or Space, close with Escape, and navigate with Arrow Keys\">\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4070\" class=\"e-n-accordion-item\" open>\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"e-n-accordion-item-4070\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 1. Analysis of the business model and the initial situation \u2013 definition of the success profile <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4070\" class=\"elementor-element elementor-element-11bc664 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"11bc664\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4070\" class=\"elementor-element elementor-element-c8a8b6f e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"c8a8b6f\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-6498f23 elementor-widget elementor-widget-text-editor\" data-id=\"6498f23\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><span lang=\"DE-AT\">At the beginning of every strategy development process, the following questions arise: Where are we today? What makes us successful?<\/span><\/p><p><span lang=\"DE-AT\">Alpentech GmbH \u2013 a manufacturer of precision components for mechanical engineering \u2013 analysed internal and external factors and came to the following conclusions:<\/span><\/p><p><b>Internal strengths:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>High vertical range of manufacture<\/li><li>Excellent reputation for quality<\/li><li>Long-standing customer relationships<\/li><\/ul><p><b>Internal weaknesses:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Outdated IT systems<\/li><li>High dependence on three major customers<\/li><\/ul><p><b>External opportunities:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Growing demand for lightweight components<\/li><li>Nearshoring trend in Europe<\/li><\/ul><p><b>External risks:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Price pressure from Eastern Europe<\/li><li>Rising energy prices<\/li><\/ul><p><span lang=\"DE-AT\">This led to the definition of the success profile: technological expertise, absolute delivery reliability and flexible, scalable production.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4071\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-4071\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 2. Define overall strategy and sub-strategies <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4071\" class=\"elementor-element elementor-element-dae96dd e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"dae96dd\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4071\" class=\"elementor-element elementor-element-fb2b35e e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"fb2b35e\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-d5b811c elementor-widget elementor-widget-text-editor\" data-id=\"d5b811c\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p class=\"MsoNormal\"><span lang=\"DE-AT\">Based on the analysis, Alpentech GmbH develops a clear corporate strategy.<\/span><\/p>\n<p class=\"MsoNormal\"><b><span lang=\"DE-AT\">Overall strategy<\/span><\/b><\/p>\n<p class=\"MsoNormal\"><i><span lang=\"DE-AT\">&#8220;Alpentech GmbH is positioning itself as a premium supplier of innovative lightweight components and tapping into new European growth markets.&#8221;<\/span><\/i><\/p>\n<p class=\"MsoNormal\"><b>Sub-strategies<\/b><\/p>\n<ul style=\"margin-top: 0cm;\" type=\"disc\">\n<li class=\"MsoNormal\">Product strategy: Expansion of the lightweight construction portfolio<\/li>\n<li class=\"MsoNormal\">Market strategy: Entry into Northern Italy<\/li>\n<li class=\"MsoNormal\">Operational strategy: digitisation and automation of manufacturing<\/li>\n<li class=\"MsoNormal\">Financial strategy: stable cash flow, targeted technology investments<\/li>\n<\/ul>\n<p> <\/p>\n<p class=\"MsoNormal\"><span lang=\"DE-AT\">These clear strategic directions provide guidance for employees and management.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4072\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"3\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-4072\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 3. Set qualitative and quantitative targets <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4072\" class=\"elementor-element elementor-element-5b357d2 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"5b357d2\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-16fdd35 elementor-widget elementor-widget-text-editor\" data-id=\"16fdd35\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p>An effective strategy requires precise goals \u2013 both qualitative and quantitative.<\/p>\n<p><strong>Qualitative objectives<\/strong><\/p>\n<ul>\n<li>Improving the perception of innovation<\/li>\n<li>Building digital skills within the team<\/li>\n<li>Diversification of the customer structure<\/li>\n<\/ul>\n<p><strong>Quantitative targets<\/strong><\/p>\n<ul>\n<li>Revenue growth: <strong>+20% in 3 years<\/strong><\/li>\n<li><strong>10 new lightweight components<\/strong> by 2027<\/li>\n<li>OEE increase from<strong> 73% to 82%<\/strong><\/li>\n<li>Reduction of the largest customer share to<strong> below 25%<\/strong><\/li>\n<\/ul>\n<p>These key figures serve as a management tool and basis for decision-making.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4073\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"4\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-4073\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 4. Develop and select strategic options <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4073\" class=\"elementor-element elementor-element-b1d9b00 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"b1d9b00\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4073\" class=\"elementor-element elementor-element-20ef39d e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"20ef39d\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-9dfff7b elementor-widget elementor-widget-text-editor\" data-id=\"9dfff7b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p class=\"MsoNormal\"><span lang=\"DE-AT\">Alpentech GmbH develops various options in a structured process:<\/span><\/p><p class=\"MsoNormal\"><b>Examples:<\/b><\/p><ol style=\"margin-top: 0cm;\" start=\"1\" type=\"1\"><li class=\"MsoNormal\">Expansion of lightweight construction manufacturing<\/li><li class=\"MsoNormal\">Sales office in Northern Italy<\/li><li class=\"MsoNormal\">Joint venture with supplier<\/li><li class=\"MsoNormal\">Introduction of an MES system<\/li><li class=\"MsoNormal\">Development of predictive maintenance services<\/li><\/ol><p class=\"MsoNormal\"><span lang=\"DE-AT\">All options are evaluated according to:<\/span><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li class=\"MsoNormal\">Strategic fit<\/li><li class=\"MsoNormal\">Feasibility<\/li><li class=\"MsoNormal\">Financial attractiveness<\/li><li class=\"MsoNormal\">Risk<\/li><li class=\"MsoNormal\">Resource availability<\/li><\/ul><p class=\"MsoNormal\">The final selection:<\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li class=\"MsoNormal\">New lightweight construction production cell<\/li><li class=\"MsoNormal\">Market entry in Northern Italy<\/li><li class=\"MsoNormal\">Digitalisation programme \u2018Smart Factory 2027\u2019<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4074\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"5\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-4074\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 5. Action plan \u2013 from strategy to implementation <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4074\" class=\"elementor-element elementor-element-e598fb7 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"e598fb7\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4074\" class=\"elementor-element elementor-element-9c650e8 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"9c650e8\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-35d812e elementor-widget elementor-widget-text-editor\" data-id=\"35d812e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p class=\"MsoNormal\"><span lang=\"DE-AT\">The action plan translates the strategy into concrete measures.<\/span><\/p>\n<p class=\"MsoNormal\"><b>Exemplary action plan by Alpentech GmbH<\/b><\/p>\n<table class=\"MsoNormalTable\" border=\"0\" cellspacing=\"3\" cellpadding=\"0\">\n<thead>\n<tr>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\"><b>Measure<\/b><\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\"><b>Responsible<\/b><\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\"><b>Timetable<\/b><\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\"><b>KPI<\/b><\/p>\n<\/td>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">Introduction of MES system<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">COO<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">Q1\u2013Q4 2026<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">OEE +5 %<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">Establishment of sales organisation in Northern Italy<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">Head of Sales<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">from Q3 2025<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">3 new customers per year<\/p>\n<\/td>\n<\/tr>\n<tr>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">Investment in lightweight cell<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">CFO\/CTO<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">Q2 2025<\/p>\n<\/td>\n<td style=\"padding: .75pt .75pt .75pt .75pt;\">\n<p class=\"MsoNormal\">+20% capacity<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p> <\/p>\n<p class=\"MsoNormal\"><span lang=\"DE-AT\">A clear action plan increases the likelihood of implementation and ensures that progress remains measurable.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4075\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"6\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-4075\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 6. Typical mistakes <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4075\" class=\"elementor-element elementor-element-0736338 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"0736338\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4075\" class=\"elementor-element elementor-element-2b38295 e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"2b38295\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-ab2031d elementor-widget elementor-widget-text-editor\" data-id=\"ab2031d\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><strong> Lack of analysis or superficial analysis:<\/strong><\/p>\n<ul>\n<li><span style=\"font-size: 16px;\">The business model, market or internal performance are not analysed in sufficient depth.<\/span><\/li>\n<li><span style=\"font-style: inherit; font-weight: inherit;\">Data is used selectively (\u2018confirmation bias\u2019).<\/span><\/li>\n<li><span style=\"font-style: inherit; font-weight: inherit;\">Risks, trends and competitive dynamics are underestimated.<\/span><\/li>\n<\/ul>\n<p><strong style=\"font-style: inherit;\">No clear success profile \/ no consistent positioning:<\/strong><\/p>\n<ul>\n<li>Unclear answer to: <em>What do we stand for? What truly makes us successful?<\/em><\/li>\n<li>Companies try to be &#8220;everything for everyone&#8221; \u2192 strategic arbitrariness.<\/li>\n<\/ul>\n<p><strong> Strategy = wish list instead of real decision:<\/strong><\/p>\n<ul>\n<li>Goals are defined without <strong>excluding <\/strong>anything.<\/li>\n<li>No deliberate &#8220;non-strategies&#8221;.<\/li>\n<li>Resources are being spread across too many initiatives.<\/li>\n<\/ul>\n<p><strong style=\"font-size: 16px;\">Too little focus on the future &amp; scenarios<\/strong><\/p>\n<ul>\n<li>Strategies are based solely on the past.<\/li>\n<li>Too little &#8220;forward looking&#8221;, scenario analysis or trend radar.<\/li>\n<li>Early warning indicators are lacking.<\/li>\n<\/ul>\n<p><strong> Lack of involvement of the organization<\/strong><\/p>\n<ul>\n<li>Strategy is developed behind closed doors (C-level only).<\/li>\n<li>Employees feel ignored \u2192 implementation fails.<\/li>\n<\/ul>\n<p><strong> Unclear or unrealistic goals<\/strong><\/p>\n<ul>\n<li>Target images are not measurable, not achievable, or not prioritized.<\/li>\n<li>No KPI set or no consistent target range.<\/li>\n<\/ul>\n<p><strong> Lack of consistent resource planning<\/strong><\/p>\n<ul>\n<li>Budget, personnel, and IT are not linked to the strategy.<\/li>\n<li>Projects are starting without a clear CapEx\/OpEx framework.<\/li>\n<\/ul>\n<p><strong> Lack of translation into operational measures<\/strong><\/p>\n<ul>\n<li>The strategy is not translated into concrete, understandable initiatives.<\/li>\n<li>&#8220;Strategy on PowerPoint&#8221; instead of a real roadmap.<\/li>\n<\/ul>\n<p><strong> Poor or no monitoring<\/strong><\/p>\n<ul>\n<li>No strategy cockpit.<\/li>\n<li>Progress is not regularly monitored.<\/li>\n<li>Measures are corrected too late.<\/li>\n<\/ul>\n<p><strong> Resistance to necessary changes<\/strong><\/p>\n<ul>\n<li>Politics, power structures, or silo thinking prevent implementation.<\/li>\n<li>Lack of change communication.<\/li>\n<\/ul>\n<p><strong> Strategies without customer focus<\/strong><\/p>\n<ul>\n<li>Customer needs and changes in customer behavior are ignored.<\/li>\n<li>Internal perspective dominates over market perspective.<\/li>\n<\/ul>\n<p><strong> Lack of agility<\/strong><\/p>\n<ul>\n<li>The strategy is considered &#8220;set in stone&#8221;.<\/li>\n<li>Adjustments to market changes are made too late.<\/li>\n<\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t<details id=\"e-n-accordion-item-4076\" class=\"e-n-accordion-item\" >\n\t\t\t\t<summary class=\"e-n-accordion-item-title\" data-accordion-index=\"7\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-4076\" >\n\t\t\t\t\t<span class='e-n-accordion-item-title-header'><div class=\"e-n-accordion-item-title-text\"> 7. Conclusion <\/div><\/span>\n\t\t\t\t\t\t\t<span class='e-n-accordion-item-title-icon'>\n\t\t\t<span class='e-opened' ><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t\t<span class='e-closed'><svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewBox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4076\" class=\"elementor-element elementor-element-9d090f8 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"9d090f8\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div role=\"region\" aria-labelledby=\"e-n-accordion-item-4076\" class=\"elementor-element elementor-element-2a68d5a e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"2a68d5a\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t<div class=\"elementor-element elementor-element-7e7aba0 elementor-widget elementor-widget-text-editor\" data-id=\"7e7aba0\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><strong>A clearly structured strategy process provides orientation.<\/strong><\/p><p>A well-structured strategy process provides companies with a reliable framework for making the right decisions. The five core steps \u2013 <strong>analysis, strategy formulation, goal definition, options evaluation, and action planning <\/strong>\u2013 form the stable foundation for effective strategy development.<br>The example of <strong>Alpentech GmbH <\/strong>illustrates how a medium-sized industrial company can systematically go through this process to secure growth, strengthen competitiveness and ensure long-term viability. <\/p><p><strong>Controlling as a central internal source of information<\/strong><\/p><p>A key success factor for professional strategy development is effective controlling. Only through structured controlling can the internal information necessary for sound strategic decisions be provided.<br>Furthermore, one of the core tasks of controlling is to define the financial foundation of the strategy \u2013 in particular by creating a medium-term plan that serves as a budget framework for the planned strategic measures. This allows for an early assessment of whether the strategy is also financially feasible.  <\/p><p>Equally essential is a comprehensive<strong> risk analysis<\/strong>. It identifies the key risks associated with the strategy and enables the designation of clear <strong>risk owners<\/strong> who are responsible for planning and implementing appropriate countermeasures. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-04eb206 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-parent\" data-id=\"04eb206\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t<div class=\"elementor-element elementor-element-e6037dc e-con-full e-flex wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-child\" data-id=\"e6037dc\" 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data-widget_type=\"button.default\">\n\t\t\t\t\t\t\t\t\t\t<a class=\"elementor-button elementor-button-link elementor-size-sm elementor-animation-grow\" href=\"https:\/\/cofitconsult.com\/en\/contact\/\">\n\t\t\t\t\t\t<span class=\"elementor-button-content-wrapper\">\n\t\t\t\t\t\t<span class=\"elementor-button-icon\">\n\t\t\t\t<svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-arrow-alt-circle-right\" viewBox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M256 8c137 0 248 111 248 248S393 504 256 504 8 393 8 256 119 8 256 8zM140 300h116v70.9c0 10.7 13 16.1 20.5 8.5l114.3-114.9c4.7-4.7 4.7-12.2 0-16.9l-114.3-115c-7.6-7.6-20.5-2.2-20.5 8.5V212H140c-6.6 0-12 5.4-12 12v64c0 6.6 5.4 12 12 12z\"><\/path><\/svg>\t\t\t<\/span>\n\t\t\t\t\t\t\t\t\t<span class=\"elementor-button-text\">Contact<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-ae93481 e-flex e-con-boxed wpr-particle-no wpr-jarallax-no wpr-parallax-no wpr-sticky-section-no wpr-equal-height-no e-con e-parent\" data-id=\"ae93481\" data-element_type=\"container\" data-e-type=\"container\" data-settings=\"{&quot;background_background&quot;:&quot;classic&quot;}\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-fd65e1e elementor-widget elementor-widget-heading\" data-id=\"fd65e1e\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Full article:<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-8350882 elementor-widget elementor-widget-text-editor\" data-id=\"8350882\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t\t\t\t\t\t<p><b><span lang=\"DE-AT\">1. Analysis of the business model and the initial situation<\/span><\/b><\/p><p><b><i><span lang=\"DE-AT\">Define success profile<\/span><\/i><\/b><b><\/b><\/p><p><span lang=\"DE-AT\">At the beginning of every strategy development is the question: Where do we stand today?<\/span><\/p><p><span lang=\"DE-AT\">Alpentech GmbH \u2013 a manufacturer of precision components for mechanical engineering \u2013 analyzes internal and external factors in this regard:<\/span><\/p><p><b>Internal strengths:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>High vertical range of manufacture<\/li><li>Excellent reputation for quality<\/li><li>Long-standing customer relationships<\/li><\/ul><p><b>Internal weaknesses:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Outdated IT systems<\/li><li>High dependence on three major customers<\/li><\/ul><p><b>External opportunities:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Growing demand for lightweight components<\/li><li>Nearshoring trend in Europe<\/li><\/ul><p><b>External risks:<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Price pressure from Eastern Europe<\/li><li>Rising energy prices<\/li><\/ul><p><span lang=\"DE-AT\">This results in a successful profile: technological competence, absolute delivery reliability and flexibly scalable manufacturing.<\/span><\/p><div style=\"text-align: center;\" align=\"center\"><hr align=\"center\" size=\"2\" width=\"100%\"><\/div><p><b><span lang=\"DE-AT\"><br>2. Define overall strategy and sub-strategies<\/span><\/b><\/p><p><span lang=\"DE-AT\">Based on the analysis, Alpentech GmbH develops a clear corporate strategy.<\/span><\/p><p><b><span lang=\"DE-AT\">Overall strategy<\/span><\/b><\/p><p><i><span lang=\"DE-AT\">&#8220;Alpentech GmbH is positioning itself as a premium supplier of innovative lightweight components and tapping into new European growth markets.&#8221;<\/span><\/i><\/p><p><b>Sub-strategies<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Product strategy: Expansion of the lightweight construction portfolio<\/li><li>Market strategy: Entry into Northern Italy<\/li><li>Operational strategy: digitisation and automation of manufacturing<\/li><li>Financial strategy: stable cash flow, targeted technology investments<\/li><\/ul><p><span lang=\"DE-AT\">These clear strategic directions provide guidance for employees and management.<\/span><\/p><div style=\"text-align: center;\" align=\"center\"><hr align=\"center\" size=\"2\" width=\"100%\"><\/div><p><b><span lang=\"DE-AT\"><br>3. Set qualitative and quantitative targets<\/span><\/b><\/p><p><span lang=\"DE-AT\">An effective strategy requires precise goals \u2013 both qualitative and quantitative.<\/span><\/p><p><b>Qualitative objectives<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Improving the perception of innovation<\/li><li>Building digital skills within the team<\/li><li>Diversification of the customer structure<\/li><\/ul><p><b>Quantitative targets<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Revenue growth: <b>+20% in 3 years<\/b><\/li><li><b>10 new lightweight components<\/b> by 2027<\/li><li>OEE increase from<b> 73% to 82%<\/b><\/li><li><span lang=\"DE-AT\">Reduction of the largest customer share to<b> below 25%<\/b><\/span><\/li><\/ul><p><span lang=\"DE-AT\">These key figures serve as a management tool and basis for decision-making.<\/span><\/p><div style=\"text-align: center;\" align=\"center\"><hr align=\"center\" size=\"2\" width=\"100%\"><\/div><p><b><span lang=\"DE-AT\"><br>4. Develop and select strategic options<\/span><\/b><\/p><p><span lang=\"DE-AT\">Alpentech GmbH develops various options in a structured process:<\/span><\/p><p><b>Examples:<\/b><\/p><ol style=\"margin-top: 0cm;\" start=\"1\" type=\"1\"><li>Expansion of lightweight construction manufacturing<\/li><li>Sales office in Northern Italy<\/li><li>Joint venture with supplier<\/li><li>Introduction of an MES system<\/li><li>Development of predictive maintenance services<\/li><\/ol><p><span lang=\"DE-AT\">All options are evaluated according to:<\/span><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>Strategic fit<\/li><li>Feasibility<\/li><li>Financial attractiveness<\/li><li>Risk<\/li><li>Resource availability<\/li><\/ul><p>The final selection:<\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>New lightweight construction production cell<\/li><li>Market entry in Northern Italy<\/li><li>Digitalisation programme \u2018Smart Factory 2027\u2019<\/li><\/ul><div style=\"text-align: center;\" align=\"center\"><hr align=\"center\" size=\"2\" width=\"100%\"><\/div><p><b><span lang=\"DE-AT\"><br>5. Action plan \u2013 from strategy to implementation<\/span><\/b><\/p><p><span lang=\"DE-AT\">The action plan translates the strategy into concrete measures.<\/span><\/p><p><b>Exemplary action plan by Alpentech GmbH<\/b><\/p><table border=\"0\" cellspacing=\"3\" cellpadding=\"0\"><thead><tr><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p><b>Measure<\/b><\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p><b>Responsible<\/b><\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p><b>Timetable<\/b><\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p><b>KPI<\/b><\/p><\/td><\/tr><\/thead><tbody><tr><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>Introduction of MES system<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>COO<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>Q1\u2013Q4 2026<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>OEE +5 %<\/p><\/td><\/tr><tr><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>Establishment of sales organisation in Northern Italy<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>Head of Sales<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>from Q3 2025<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>3 new customers per year<\/p><\/td><\/tr><tr><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>Investment in lightweight cell<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>CFO\/CTO<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>Q2 2025<\/p><\/td><td style=\"padding: .75pt .75pt .75pt .75pt;\"><p>+20% capacity<\/p><\/td><\/tr><\/tbody><\/table><p><span lang=\"DE-AT\">A clear action plan increases the likelihood of implementation and ensures that progress remains measurable.<\/span><\/p><div style=\"text-align: center;\" align=\"center\"><hr align=\"center\" size=\"2\" width=\"100%\"><\/div><p><span lang=\"DE-AT\"> <\/span><\/p><p><b><span lang=\"DE-AT\">6. The most common mistakes in the strategy process<\/span><\/b><\/p><p><b><span lang=\"DE-AT\">1. Missing or superficial analysis<\/span><\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">The business model, market or internal performance are not analysed in sufficient depth.<\/span><\/li><li><span lang=\"DE-AT\">Data is used selectively (\u2018confirmation bias\u2019).<\/span><\/li><li><span lang=\"DE-AT\">Risks, trends and competitive dynamics are underestimated.<\/span><\/li><\/ul><p><b><span lang=\"DE-AT\">2. No clear success profile \/ no consistent positioning<\/span><\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Unclear answer to: <i>What do we stand for? What truly makes us successful?<\/i><\/span><\/li><li><span lang=\"DE-AT\">Companies try to be &#8220;everything for everyone&#8221; \u2192 strategic arbitrariness.<\/span><\/li><\/ul><p><b>3. Strategy = Wish list instead of a real decision<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Goals are defined without <b>excluding <\/b>anything.<\/span><\/li><li>No deliberate &#8220;non-strategies&#8221;.<\/li><li><span lang=\"DE-AT\">Resources are being spread across too many initiatives.<\/span><\/li><\/ul><p><b><span lang=\"DE-AT\">4. Too little focus on the future &amp; scenarios<\/span><\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Strategies are based solely on the past.<\/span><\/li><li><span lang=\"DE-AT\">Too little &#8220;forward looking&#8221;, scenario analysis or trend radar.<\/span><\/li><li>Early warning indicators are lacking.<\/li><\/ul><p><b>5. Lack of organizational involvement<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Strategy is developed behind closed doors (C-level only).<\/span><\/li><li><span lang=\"DE-AT\">Employees feel ignored \u2192 implementation fails.<\/span><\/li><\/ul><p><b>6. Unclear or unrealistic goals<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Target images are not measurable, not achievable, or not prioritized.<\/span><\/li><li><span lang=\"DE-AT\">No KPI set or no consistent target range.<\/span><\/li><\/ul><p><b>7. Lack of consistent resource planning<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Budget, personnel, and IT are not linked to the strategy.<\/span><\/li><li><span lang=\"DE-AT\">Projects are starting without a clear CapEx\/OpEx framework.<\/span><\/li><\/ul><p><b>8. Lack of translation into operational measures<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">The strategy is not translated into concrete, understandable initiatives.<\/span><\/li><li><span lang=\"DE-AT\">&#8220;Strategy on PowerPoint&#8221; instead of a real roadmap.<\/span><\/li><\/ul><p><b>9. Poor or no monitoring<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li>No strategy cockpit.<\/li><li><span lang=\"DE-AT\">Progress is not regularly monitored.<\/span><\/li><li><span lang=\"DE-AT\">Measures are corrected too late.<\/span><\/li><\/ul><p><b>10. Resistance to necessary changes<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Politics, power structures, or silo thinking prevent implementation.<\/span><\/li><li>Lack of change communication.<\/li><\/ul><p><b>11. Strategies without customer focus<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">Customer needs and customer journeys are ignored.<\/span><\/li><li>Internal perspective dominates over market perspective.<\/li><\/ul><p><b>12. Lack of agility<\/b><\/p><ul style=\"margin-top: 0cm;\" type=\"disc\"><li><span lang=\"DE-AT\">The strategy is considered &#8220;set in stone&#8221;.<\/span><\/li><\/ul><p><span lang=\"DE-AT\"><span lang=\"DE-AT\">Adjustments to market changes are made too late.<br><\/span><\/span><\/p><div style=\"text-align: center;\" align=\"center\"><hr align=\"center\" size=\"2\" width=\"100%\"><\/div><div style=\"text-align: center;\" align=\"center\"> <\/div><p><b><span lang=\"DE-AT\">7. Conclusion: <\/span><\/b><\/p><p><b><span lang=\"DE-AT\">A clearly structured strategy process provides orientation.<\/span><\/b><\/p><p><span lang=\"DE-AT\">A well-structured strategy process provides companies with a reliable framework for making the right decisions. The five core steps \u2013 <b>analysis, strategy formulation, goal definition, options evaluation, and action planning <\/b>\u2013 form the stable foundation for effective strategy development.<br>The example of <b>Alpentech GmbH <\/b>illustrates how a medium-sized industrial company can systematically go through this process to secure growth, strengthen competitiveness and ensure long-term viability. <\/span><\/p><p><b><span lang=\"DE-AT\">Controlling as a central internal source of information<\/span><\/b><\/p><p><span lang=\"DE-AT\">A key success factor for professional strategy development is effective controlling. Only through structured controlling can the internal information necessary for sound strategic decisions be provided.<br>Furthermore, one of the core tasks of controlling is to define the financial foundation of the strategy \u2013 in particular by creating a medium-term plan that serves as a budget framework for the planned strategic measures. This allows for an early assessment of whether the strategy is also financially feasible.  <\/span><\/p><p><span lang=\"DE-AT\">Equally essential is a comprehensive<b> risk analysis<\/b>. It identifies the key risks associated with the strategy and enables the designation of clear <b>risk owners<\/b> who are responsible for planning and implementing appropriate countermeasures. <\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>The key steps in successful strategy development: In an age where markets are becoming increasingly dynamic and competitive, a clear corporate strategy is crucial. This article outlines the five key steps of a successful strategy process, explained in practical terms using the example of the fictional Alpentech GmbH, a medium-sized industrial company from Austria. At the end of the article, common mistakes are highlighted. &nbsp;Enjoy reading! 1. Analysis of the business model and the initial situation \u2013 definition of the success profile At the beginning of every strategy development process, the following questions arise: Where are we today? What makes us successful? Alpentech GmbH \u2013 a manufacturer of precision components for mechanical engineering \u2013 analysed internal and external factors and came to the following conclusions: Internal strengths: High vertical range of manufacture Excellent reputation for quality Long-standing customer relationships Internal weaknesses: Outdated IT systems High dependence on three major customers External opportunities: Growing demand for lightweight components Nearshoring trend in Europe External risks: Price pressure from Eastern Europe Rising energy prices This led to the definition of the success profile: technological expertise, absolute delivery reliability and flexible, scalable production. 2. Define overall strategy and sub-strategies Based on the analysis, Alpentech GmbH develops a clear corporate strategy. Overall strategy &#8220;Alpentech GmbH is positioning itself as a premium supplier of innovative lightweight components and tapping into new European growth markets.&#8221; Sub-strategies Product strategy: Expansion of the lightweight construction portfolio Market strategy: Entry into Northern Italy Operational strategy: digitisation and automation of manufacturing Financial strategy: stable cash flow, targeted technology investments These clear strategic directions provide guidance for employees and management. 3. Set qualitative and quantitative targets An effective strategy requires precise goals \u2013 both qualitative and quantitative. Qualitative objectives Improving the perception of innovation Building digital skills within the team Diversification of the customer structure Quantitative targets Revenue growth: +20% in 3 years 10 new lightweight components by 2027 OEE increase from 73% to 82% Reduction of the largest customer share to below 25% These key figures serve as a management tool and basis for decision-making. 4. Develop and select strategic options Alpentech GmbH develops various options in a structured process: Examples: Expansion of lightweight construction manufacturing Sales office in Northern Italy Joint venture with supplier Introduction of an MES system Development of predictive maintenance services All options are evaluated according to: Strategic fit Feasibility Financial attractiveness Risk Resource availability The final selection: New lightweight construction production cell Market entry in Northern Italy Digitalisation programme \u2018Smart Factory 2027\u2019 5. Action plan \u2013 from strategy to implementation The action plan translates the strategy into concrete measures. Exemplary action plan by Alpentech GmbH Measure Responsible Timetable KPI Introduction of MES system COO Q1\u2013Q4 2026 OEE +5 % Establishment of sales organisation in Northern Italy Head of Sales from Q3 2025 3 new customers per year Investment in lightweight cell CFO\/CTO Q2 2025 +20% capacity A clear action plan increases the likelihood of implementation and ensures that progress remains measurable. 6. Typical mistakes Lack of analysis or superficial analysis: The business model, market or internal performance are not analysed in sufficient depth. Data is used selectively (\u2018confirmation bias\u2019). Risks, trends and competitive dynamics are underestimated. No clear success profile \/ no consistent positioning: Unclear answer to: What do we stand for? What truly makes us successful? Companies try to be &#8220;everything for everyone&#8221; \u2192 strategic arbitrariness. Strategy = wish list instead of real decision: Goals are defined without excluding anything. No deliberate &#8220;non-strategies&#8221;. Resources are being spread across too many initiatives. Too little focus on the future &amp; scenarios Strategies are based solely on the past. Too little &#8220;forward looking&#8221;, scenario analysis or trend radar. Early warning indicators are lacking. Lack of involvement of the organization Strategy is developed behind closed doors (C-level only). Employees feel ignored \u2192 implementation fails. Unclear or unrealistic goals Target images are not measurable, not achievable, or not prioritized. No KPI set or no consistent target range. Lack of consistent resource planning Budget, personnel, and IT are not linked to the strategy. Projects are starting without a clear CapEx\/OpEx framework. Lack of translation into operational measures The strategy is not translated into concrete, understandable initiatives. &#8220;Strategy on PowerPoint&#8221; instead of a real roadmap. Poor or no monitoring No strategy cockpit. Progress is not regularly monitored. Measures are corrected too late. Resistance to necessary changes Politics, power structures, or silo thinking prevent implementation. Lack of change communication. Strategies without customer focus Customer needs and changes in customer behavior are ignored. Internal perspective dominates over market perspective. Lack of agility The strategy is considered &#8220;set in stone&#8221;. Adjustments to market changes are made too late. 7. Conclusion A clearly structured strategy process provides orientation. A well-structured strategy process provides companies with a reliable framework for making the right decisions. The five core steps \u2013 analysis, strategy formulation, goal definition, options evaluation, and action planning \u2013 form the stable foundation for effective strategy development.The example of Alpentech GmbH illustrates how a medium-sized industrial company can systematically go through this process to secure growth, strengthen competitiveness and ensure long-term viability. Controlling as a central internal source of information A key success factor for professional strategy development is effective controlling. Only through structured controlling can the internal information necessary for sound strategic decisions be provided.Furthermore, one of the core tasks of controlling is to define the financial foundation of the strategy \u2013 in particular by creating a medium-term plan that serves as a budget framework for the planned strategic measures. This allows for an early assessment of whether the strategy is also financially feasible. Equally essential is a comprehensive risk analysis. It identifies the key risks associated with the strategy and enables the designation of clear risk owners who are responsible for planning and implementing appropriate countermeasures. At the beginning of every strategy development process, the following questions arise: Where are we today? What makes us successful? Alpentech GmbH \u2013 a manufacturer of precision components for mechanical engineering \u2013 analysed internal and external factors<\/p>\n","protected":false},"author":1,"featured_media":3023,"comment_status":"open","ping_status":"open","sticky":false,"template":"elementor_canvas","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"disabled","ast-breadcrumbs-content":"","ast-featured-img":"disabled","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[28],"tags":[],"class_list":["post-3051","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategy-development"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>How medium-sized companies successfully implement strategies - Cofit Homepage<\/title>\n<meta name=\"description\" content=\"Strategy development explained in simple terms: 5 steps, typical mistakes, and a practical example for SMEs. 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