COMMERCIAL GROWTH ARCHITECTURE for AV & IT
The three-month engagement for leaders of AV and IT system integrators, resellers, dealers and specialist retailers.
Perhaps your margins are falling.
Perhaps revenue is growing, but profit is not keeping pace.
Perhaps structures and processes consume too much time and money.
Perhaps your company has become too similar to competitors.
Perhaps too much depends on individual people.
Perhaps your business model needs to evolve.
Or you simply know: “There is more potential somewhere, but we can’t yet see exactly where.” That is where the engagement begins.
What is currently preventing your company from realising its commercial potential?
Every company faces different challenges, so we do not begin with a standard programme. Whether you are an AV integrator in Germany, IT system integrator, reseller, dealer or specialist retailer, we look at your business as a whole.
DIAGRAM – YOUR COMPANY AS A SYSTEM
COMMERCIAL POTENTIAL
FIGURES · MARKET · POSITIONING · BUSINESS MODEL · STRUCTURES · PROCESSES · LEADERSHIP · CULTURE · PEOPLE
WHAT WE EXAMINE
FINANCIAL PERFORMANCE
Where do revenue, costs and margins arise?
Where is there commercial potential?
MARKET & POSITIONING
How are you perceived?
Where are you interchangeable? Where could you differentiate?
BUSINESS MODEL
How is value created today?
Where are there additional or recurring sources of value?
STRUCTURES & PROCESSES
How does your company actually operate?
Where does friction arise? Where are responsibilities unclear?
LEADERSHIP & CULTURE
How do people lead? How are decisions made?
How do people take responsibility?
PEOPLE
What do employees and leaders experience at different levels of the company?
COMMERCIAL GROWTH ARCHITECTURE
01
POSITIONING & BUSINESS MODEL
Many companies deliver technically excellent services. But if customers cannot see a meaningful difference, the provider becomes interchangeable.
Positioning – What should your company stand for?
Differentiation – What makes you distinctive to the right customers?
Value proposition – What specific value do you create?
Business model – How does your company earn money today?
New sources of value – Which additional services could make sense?
Recurring revenue – Which services or retainers could create more predictable income?
Goal: Greater differentiation, higher perceived value and additional commercial opportunities.
02
ROLES, STRUCTURES & PROCESSES
Many companies start with a strength: everyone does everything. It is fast, pragmatic and flexible – until the company grows. Then unclear responsibilities, duplicate work, endless coordination, lost information, dependence on individuals and slow decisions often emerge.
Roles · Responsibilities · Structures · Processes · Interfaces · Decision paths · Information flow
We also examine where AI can provide useful support – where technology creates a real advantage.
Goal: An organisation that operates more clearly, works more efficiently and can grow with the business.
03
LEADERSHIP & EXECUTIVE SPARRING
Leadership happens at every level: executive management / department heads / team leaders / project managers.
Leadership approach · Responsibility · Communication · Decisions · Delegation · Feedback · Collaboration · Leading by example · Leadership development
Executive Sparring
As the company grows, the executive role becomes increasingly important. Solve less yourself. Make more decisions. Enable greater ownership. Work more on the business. Spend less time trapped in day-to-day operations.
Priorities · Time & focus · Decisions · Delegation · Leadership behaviour · Leading the leadership team · Strategic versus operational role · Personal effectiveness
Goal: Greater effectiveness at executive level and greater ownership throughout the organisation.
01
01 — UNDERSTAND (Month 1)
I build a comprehensive picture of how your company actually works. Depending on your situation, this includes:
Conversations with employees and leaders at different levels · Analysis of relevant financial figures · Review of structures and roles · Analysis of processes and interfaces · Insight into company culture and leadership · Business model analysis · Review of positioning · Identification of weaknesses and opportunities
Outcome: A robust analysis of your company, grounded in conversations, observations, data and facts.
02 — DEVELOP (Month 2)
We form a task force with selected employees and leaders. People within the company actively help develop solutions. They know the workflows, customers, interfaces, problems and opportunities.
I bring an outside perspective, structure and facilitation. Your organisation brings knowledge and experience. Together, we develop solutions for the key areas that need action.
Goal: Solutions that fit the organisation and can be put into practice.
IMAGE – TASK FORCE / WORKSHOP
03
03 — MAKE IT CONCRETE (Month 3)
We develop the proposed solutions in detail, set priorities, define actions and clarify responsibilities. The results become a clear roadmap.
THE OUTCOME
ANALYSIS → RECOMMENDED ACTIONS → 90-DAY ACTION PLAN → 12-MONTH ROADMAP → LONG-TERM STRATEGIC PERSPECTIVE
01 CLEAR ANALYSIS
Where does your company stand? Where are the weaknesses and opportunities? Where is commercial potential being lost?
02 CLEAR RECOMMENDED ACTIONS
What should change? Why? Which topics take priority?
03 90-DAY ACTION PLAN
What needs to happen now? Who takes responsibility? What comes first?
04 12-MONTH ROADMAP
Which changes need to be developed and implemented over the next year?
05 LONG-TERM STRATEGIC PERSPECTIVE
Which direction should the company take in the coming years?
01
ENGAGEMENT
Clear positioning, a robust organisation and leadership that works in daily business.
02
WORKSHOPS & TRAINING
Practical training for sales teams, project managers and technical consultants in the AV/IT trade.
03
KEYNOTES
Ideas for AV and IT system integrators that want to stay ahead in the competition for market share.
Keynotes · Workshops · Training
WHY FRANK?
I studied media technology, gained experience in event technology and have worked in the AV/IT sector for around 15 years. My career combines media and event technology, sales and business development, go-to-market and commercial strategy, leadership experience, change management and systemic training.
I understand technology.
I understand sales.
I understand leadership.
I understand change.
And I understand the AV/IT industry.
The aim is to identify the most effective opportunities for change, set priorities, clarify responsibility and start making progress.
CONFIDENTIALITY
During the engagement, we work with internal information, employees, financial figures, processes and strategic topics. Discretion and confidentiality are therefore fundamental. Existing confidentiality agreements mean client names, company data and project details are not published.
SELECTED ENGAGEMENT EXPERIENCE
AV/IT company · around 100 employees · several locations in Germany
Starting point: The company has grown over many years. Structures, processes and responsibilities need to evolve to match its current size.
Approach: Analysis at several levels of the company, conversations with employees and leaders, and review of structures, processes, leadership and commercial relationships. Practical solutions were then developed with a selected task force.
Outcome: Clear areas for action, jointly developed solutions and a structured roadmap for further business development.
I do not publish further engagement details because of confidentiality.
ABSTRACT VISUALISATION – ARCHITECTURE / GLASS / LINES
YOUR ASSURANCE
After the first month, you decide whether we continue.
The first month is dedicated to an in-depth analysis. You receive a clear picture of where your company stands, its weaknesses and opportunities, the topics that really matter and the biggest opportunities for improvement.
If you want to continue
“This helps us move forward. We want to continue together.” We then move into development and implementation.
If you do not want to continue
“This isn’t right for us.” You can then end the collaboration without giving a reason.
No long-term commitment before it is clear that the collaboration works for both sides.