PARARTDISE Marketing Consulting GmbH (founded in April 2016) has a clear objective to bundle the various consulting experiences relating from a marketing and sales point of view the CEO has developed over many years. Hence, PARARTDISE GmbH today offers a wide span of services to customers who intend to benefit from these large experience and expertise related to business success. Business departments are LAUREARTE (www.laurearte.com), BUSINESS SOLUTIONS (www.laurearte-business), BRANDING (www.laurearte-brands.com), EXCELSISARTE Art Factory (www.excelsisarte.com) and ARTIST MARKETING (www.laurearte-artists.com). PARARTDISE represents both a consulting and a production unit. The very core of the PARARTDISE business as a part of the LAURARTE-Division is the ART OF MARKETING (https://www.laurearte-business.com/the-art-of-marketing/): It can be of paramount importance especially for startup companies who want to avoid long term trial and error phases thus eventually destroying their enterprises financially. PARARTDISE services are bound to eliminate all such negative activities and replace them by a modern and unrivalled system of practical marketing and sales infrastructure building.

For the Ricoh Germany operation, Europe’s largest business entity, I have successfully introduced the shift from a traditional product based sales operation to a new modern service operation. The leverage was the implementation of a consultancy back and front office with business analyzing, auditing and business architecture abilities on a high level. Starting from scratch in 1996 this insourced organisation has grown from a few to now about 100 employees all of them highly skilled in consulting companies of all sizes versus their cost of ownership and productivity within the field of business communication. Each single result is a complete new foundation for the sales force to sell and consult. In this respect, Ricoh Consulting contributes largely to the sales and profit situation today.Moreover, I invented the 1=1 PAY PER PAGE idea and go to market model which became a standard for this type of business – later followed by the ‚sister models’ 1=1 PAY PER PAGE GREEN and 1=1 PAY PER SEAT. I strongly cooperated with universities, mainly the Fachhochschule Konstanz to support the creation of new analyzing tools mainly in the field of business process optimation. The ‚German Model’ served as a sample for other operations.During my management duties with Ricoh the following departments reported to me:- Product Management Office- Product Management Production Printing- Technical Product Support- Marcoms- Event Management- Public Relations- ConsultingIn less than two decades Ricoh Germany saw a substantial growth of both sales and staff: from 50,0 Mio. Euro sales (1995) to 650,0 Mio. Euro sales (2014) and from 350 employees (1995) upto 3,400 employees (2014).

Preparation and launch of a new europewide go-to-market strategy. I was hired from Brother to conceive and run this strategy based on my change management and business knowledge. Further:- Leading a team of product and marketingmanagers-the introduction and usage of new marketing infrastructures with corresponsing tools and business models. The idea was to enable sales forces by push and pull activities to increase their turnover. Moreover, the creation of a distribution & merchandising channel for new products. Further: public relations, advertisement, sales support, dealer merchandising support etc.Lexmark Deutschland made a considerable growth in the years 1992 to 1995. Marketing appeared to be a driving moment. The company starting from ground zero became a major player in only three years. Annual sales and profit compound crowth rates always ranged within a two digit band.

Generally my task was: to run product launches, take full responsibility of price marketing, public relations, advertisement, marcoms and international communication with the head office in Manchester, England. Here, I first learned how to handle Change Management challenges created by a change in technology (creation of a new product line and change of sales attitudes)The turn Brother International GmbH made in the years 1988 (one year before the last typewriter was sold) and 1992 (five years after the launch of their first laserprinter) was indeed tremendous. Brother became known as one of the big players in the new market in only five years of its presence in the market with the new line of products. A perfect change management experience.

GfK is one of Europe’s largest market research companies based in Nuremberg, Germany. Target groups in the line I was accountable: major accounts. My job was: - to organise microzenus at the point of sale- form ad-hoc teams of student free lances as interviewing persons- quality management- complete data responsibility For me GFK embodied the very practical side of my studies. Great learning curves such as statistics, market research, how to create a market analysis, quality management of data, organising and working with freelance fleets.