Phase 4: Sustainable, Proactive Initiatives
[10] Broadening core business fields
The core business fields have to be evaluated in quantitative and qualitative terms for existing earnings potentials and their inherent risk potential. On this basis, the future orientation and definition of key levers (target customers, customer care approach, services offered, personnel, distribution channels, sales processes, sales control and marketing) has to be laid down for each business field in order to achieve solid growth. zeb/ supports you in this process of analyses, evaluations and re-orientation with full commitment.
[11] Vigorous cost and process management
Successful and sustainable growth requires the identification and exploitation of long term cost-reduction potentials. To maximise capacity utilisation, operative excellence has to be achieved and sales, production and control processes must be optimised. zeb/ assists credit institutions in standardising their business processes or outsourcing them to production factories. Our measures on optimising the value-added chain are sustainable and thereby ensure the competitiveness of our customers.
[12] Sustainable control and incentive systems
Existing control and incentive systems rather made the crisis spread like wildfire. Adapted, more sustainable concepts have to be developed. Based on the insight derived from the crisis, zeb/ developed proposals for a new value framework complementing and improving control systems previously used. Their focus is on sustainability and a better balance of incentives.