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Text comes from the book: “Planet Proofed. How your company can become sustainable and future-proof step by step ”(2020), published by Münchener Verlagsgruppe (MVG), reprinted with the kind permission of the publisher.

Text comes from the book: “Trader skills: recognizing behavior, avoiding mistakes, improving trading” (2016), published by Münchener Verlagsgruppe (MVG), reprinted with the kind permission of the publisher.

Here writes for you:

Oliver Specht and Axel Nauert are management consultants and authors. Oliver Specht was a management consultant at Horvath and Accenture until 2007 and was responsible for corporate development at Media Markt and Saturn Germany until 2019. He currently works as a freelance consultant with itomatics GmbH, coaches executives in the "alpha mal anders" network and has been teaching at the Technical University of Ingolstadt since 2013. Axel Nauert is an organizational and business psychologist. He works as an international consultant, consultant and NLP trainer. The author worked for various companies for a long time and is now a self-employed consultant in Munich.

Sustainability makes profit in companies: Environmentally conscious working as a trend of the future?

Sustainable, long-term thinking and acting is also becoming increasingly important for companies. The highlight: Companies also benefit financially through more sales. We'll show you how to do it.

How sustainability and profitability go together

As with the hero in the Shire in Lord of the Rings, our story begins with the perfect world. When I was on the ICE from Munich to Duisburg at the end of last year, I was able to use the travel time wonderfully to think.
I love the peace and quiet on the train and the free time from everyday work. However, I went to Duisburg to dissolve my parents' household - a long process because a new, barrier-free household with a stair lift and outpatient care had to be found in order to live in
Facilitate the future. At the thought of my parents - the older one
Generation - I automatically had to go to my son - the younger one
Generation - think. He is eleven years old and takes over our habits: He enjoys life to the fullest, is himself with it
sure and aware that it will stay that way. So he leads a carefree life because everything is there. The Christmas wish list is empty.
No wishes left open.

I think about the future for him. I know, however, that the CO2 budget for a liveable planet earth
is used up after 25 years. Then he's just 36 years old
is in the middle of working life and probably also has a family:
the next generation. He can still do little today
or influence. In 25 years it will be too late and he will tell his children that grandpa (aka me) did not recognize the signs back then. Or worse: that grandpa knew, but didn't
acted. Because the facts from science were known -
only belief was missing.

Why it doesn't help to do the same thing over and over again

I'm already sitting on the train and use only a tenth of CO600 for the 2-kilometer journey compared to a car trip. and
I still have a better quality of life. I'm sitting in the on-board restaurant
Deutsche Bahn, have breakfast and write this foreword. There are therefore no economic disadvantages. For the ticket I have
(thanks to my Bahncard 25) 50 euros compared to around 50 euros
Gasoline costs paid. The ICE is full, which means there is a rising one
Number of people who see the same benefit. I wonder why the demand for sustainability is not recognized by other companies. The range of services on the train is limited.

There are two types of breakfast, two newspapers and two types of beer. The railway is becoming more attractive as a mobility solution. why
so there are no business models or companies that
offer additional services on the train? Do you want to make long-term profits and at the same time increase the attractiveness of sustainable mobility? I spontaneously think of several different mobiles
Services: an Italian bistro, Greek restaurant, a bakery, kiosk services such as newspaper, lottery, books, etc. Or how about
it with completely new mobility services such as hairdresser, dental care, beauty salon? True to the keyword: travel time is lifetime - and none
Stressful time like in your own car. In a traffic jam.
The more I think about it, the more I believe that only business models based on these sustainable ones are successful in the long term
Set up a trend. In other words: that make our planet earth more livable. At the same time I catch myself thinking: “Everything is fine. I'm sitting on the train, the train is full - it works! «And immediately afterwards I take my miseryebookto read about the development of the railway.

I am amazed to see that the railway lines
and train stations in Germany were much more densely structured 25 years ago
was. So it could go the last mile from the metropolitan train station to the
Place of residence can simply be moved back. However, since 1994 there have been 6.100
of 44.600 kilometers of rail network in Germany
shut down, this corresponds to a share of no less than 14 percent. At the same time, the number of registered cars grew by 18 percent.
If sustainable mobility is a trend for the next 10 to 30 years
is, where are the companies that are investing in sustainable mobility offers? Today we have two well-known supraregional
Transport companies (Deutsche Bahn and Flixbus) as well as local ones
Public utilities with transport companies. The number of employees in this
Segment stagnated in the last 25 years at around 500 (in comparison there are around 000 employees in the automotive industry).
If we take the trend seriously, the number of employees in sustainable mobility would have to grow much faster. Spending on sustainable solutions would also have to increase significantly. The public sector spends twice as much money on road construction and maintenance as it does on the railways and local public transport. Why? To need
we will continue to seal surfaces in the next 10 to 30 years
through streets and parking lots? Shouldn't we have to walk the streets and
Dismantle parking spaces?

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The working world of the future must become more sustainable

So what would I recommend to my son? "Go into the automotive industry." - "Do a bank apprenticeship." - Or: “Look
for companies or business models that develop sustainable solutions for our living space. «? At the moment
it is still our job to make the earth a liveable planet ours
To leave children and grandchildren. We succeed when customers
and companies rethink solutions and technologies for
instead of being developed against our planet. We are convinced,
that companies can make a significant contribution to the sustainable development of our planet - and at the same time will be very successful financially. We need this big, positive impulse - we all!

You are not holding a strictly scientific text in your hands here.
Rather, he wants entrepreneurs, consultants, executives, specialists,
Invite employees, women and men to adopt sustainable strategies when
Developing a procedure, findings from recent trend research
to use, choose smart product designs, circular economy
(Cradle to Cradle) to pursue and implement step by step - and it
wants to give recommendations for action. This text is in the context of a passionate dialogue. This dialogue
we lead in the interdisciplinary advisory group Alpha mal
different for over a year. In this joint reflection process
we have created an innovative management approach that combines sustainable strategy, social and ecological responsibility, new leadership,
Combines potential development and modern organization.
There are references to it in this book.
For the practitioner, we will describe the path using a fictitious one
Case study, a book within a book, so to speak. It's a story in its own right. But it would be a shame if you skip the rest.

For ecological change, we have to think and act strategically

I was a reader of the magazine natur from an early age, from Horst Stern back then
founded. I remember one Articlethat was for sure 25 years ago
warned against global warming, well scientifically justified, with the
Prospect of more frequent storms and floods. Simultaneously
I was a frequent flyer as a consultant, even became a pilot myself and had one
(more than) sufficiently motorized Volvo V70.
After an extremely exhausting ten-day workshop in the
Back then, near Chicago, I came back to Munich and wanted to
work differently, live differently. I then dealt with
new topics, with nutrition, yoga, music and neurosearch. I
likes my job as an organizational psychologist, coach and implementer,
because i like people. I am concerned with how we can do it
To meet new people and to preserve our spaceship Earth, this »blue jewel«, as Alexander Gerst said on the ISS.

How have extremely competent people in organizations, good engineers,
good researchers, good leaders. The board members' children leave
Fridays to the FFF demo, talk to the parents and ask them why they act like this and not differently, whether they are not interested in
to save this spaceship, to preserve and those already created
Repair damage to the spaceship. It is a complex task
which must now be mastered. Gaining knowledge was always my aim, and my concern that we might be too slow is my engine, my motivation. My preoccupation with neurosearch has changed my view of people and psychological phenomena. I know that today we have to take other aspects into account when proceeding and act strategically.

But we're fine ...?

The “Corona-Zeit «was a time to slow down for many people. However, some people used the time to think about the issues that really mattered to us in life and to put them on paper. 2019 was a successful year for most companies. The business models worked.

Our fictional case study is about an automotive company. The Chairman
the management, mr Dr. Movinger (45) is extremely satisfied
with his company. He's been there for six years and has a lot
driven forward, at the same time he has earned respect in the workforce. His sales colleague Mr. Schulz (55) has been working for 25 years
for the mobility company. For him it is important that the company culture
right and the focus is on people. The chief financial officer mr Dr.
Unger (50) has only been with us for a year, is highly intelligent and is located
still in the role of the observer. The managing director for technology & development, Mr. Dr. Wohlfahrt (64), goes next year
in pension. A successor is already in the starting blocks: the young one
and eloquent engineer Mrs. Vogel (39). She was in the years before
employed by an electric car start-up in California.

Case study Mobility GmbH

Dr. Movinger leans back proudly. He has just presented the annual financial statements of Mobilitäts-GmbH to his shareholders. His company was able to increase sales again last year
increase by 3 percent and so they closed in for the fourth time
Follow the year with a record result. The proportion of luxury cars (SUVs) could be increased significantly, resulting in a strong one
Overall margin of 10 percent led. Dr. Movinger got up before six
Years as chairman of the management in the company
and also took over the production department. One had
he was poached by a competitor with whom he had held many different positions, most recently where he was responsible for the US business. He could get into the
Years of implementing some important projects at Mobilitäts-GmbH, which are now paying off. With the workforce - initially skeptical
about the "strange" newcomer - he has now earned it
Earning respect because he lends a hand and leads the company
on a short leash.
The shareholders are also more than satisfied: the company is on a profitable growth path. At the
Outlook is Dr. Movinger a little more cautious, however. The trade dispute and Covid-19 are uncertainties that negatively affect
can affect sales, if necessary, growth
this is limited in the medium term.
For Dr. Movinger is clear that he will stick to the previously successful business model. After all, the company is the market leader in the luxury segment and will continue to expand its strengths. Risks
he will cushion it with a new cost-saving program. A reduction in overhead capacities would be a next step anyway
been and is therefore in any case.

In the first management meeting after the shareholders' meeting, the sales manager Mr. Scholz presented a new study on the topic of "mobility habits of the younger generation". Initial surveys show that the importance of owning a car for the younger generation is declining and increasing
Loses relevance. Also the first sales statistics in the customer segment
of 18 to 25 year olds confirm this trend in Germany. Dr.
Movinger dismisses this as irrelevant and instead refers to that
international business and sales potential in the luxury segment.
In his opinion, Mr. Scholz should concentrate on this segment.
Mr. Scholz is an old hand. He has been with the company for 25 years and therefore knows almost everyone in both the company and
also in the industry. He has worked his way up to the top of sales and has a good nose for customer trends and sales potential. He is passionate about automobiles - a real car guy. He
himself sees the company as his family and is happy about it
the leadership of the strong Dr. Movinger at the top of the company. So he likes to follow him. Its original concerns about
He thus wipes up the new buying behavior of young people Dr. Movinger's remarks gone, this one is finally right: the products
and the technology of Mobility GmbH are so outstanding that
sales will continue to work in the future. SUVs offer one
enormous driving pleasure with maximum comfort. And what customer
will want to do without it voluntarily?

Also the last new addition, Dr. Unger as CFO is satisfied. He
was in the previous year from a supplier to Mobility GmbH
changed. The supplier's liquidity situation was extremely tense. They were less and less involved in new, innovative orders and they had a hand in the old "diesel segment"
Fight overcapacity. The move to MobilitätsGmbH came at just the right time. Everything was fine here - a financially solid company with growth potential. For him, the most important aspect is the profitability of a company. In that he is with himself Dr.
Movinger agree. They are continuing the achieved EBIT margin of over 10 percent as the minimum target for the next few years. They even see possible increases in this margin through growth in further luxury segments. Investments in engine technology
and new SUV vehicle models are paying off, which in particular
is well received in the luxury segment. Sales there are growing in double digits and they will expand their market share. Especially in
China, where the class of the wealthy is growing, and thus always
more people develop an appetite for luxury goods. Like that
also the shareholders for whom Dr. Unger meanwhile monthly
compiles an overview of the company's figures. He
makes sure that the profitability is correct and that the actual numbers are in the
Planning corridor. That, in turn, pleases the owners.
To minimize risk, he proposed the cost-saving program. For this he brings experience from his old company
with. When benchmarking the numbers, he had discovered early on that
the SG&A (Sales, General & Administration) expense ratio at Mobilitäts-GmbH is significantly higher than at his old employer. Accordingly, he sees a big one here

Dr. With his thoughts, Wohlfahrt is already in his second life: in the quiet mountain hut on the Tegernsee. From next
In the year he will finally have more time for his family respectively
have his grandchildren. He is proud of his life's work because he
has made a significant contribution to the fact that Mobilitäts-GmbH became a leader in diesel technology. The new generation of engines has sensationally low fuel consumption and the 2-liter displacement comes up with just five liters when driving smoothly
100 kilometers, so in practice that is a range of
1.200 kilometers with its full 60-liter tank. Also comes
The driving pleasure is not too short either: the 4L model goes from 6 to 0 kilometers per hour in 100 seconds. He understands this whole
Environmental discussion simply does not - but it no longer has to be.
He is skeptical of his successor. This is not a real car guy - but some shareholders did
insisted that someone with experience in electromobility should be brought into the GF team, and so it was Dr. Allow Movinger to be persuaded, even if he is not really convincing
is. With the last fiscal year is Dr. Wohlfahrt highly satisfied - a grand finale to his career.

The discrepancy between public perception and customer opinion

Mr. Dr. Movinger from our case study looks back proudly on the successful business last year. He wants to do everything possible, this
to repeat in the coming year. He knows that they build the best cars with engineering from Germany - despite the many pessimistic voices that their business model is at an end.
Technologically, they are still superior to the competition. Since they
are leaders in diesel generator set technology, this lead would be without it
the diesel crisis even bigger.

The increasing (electoral) success of environmental parties is viewed with skepticism by many companies. The environmental activists have
motorized private transport as the main reason for
identifies environmental pollution or climate change.
That is why they are promoting alternative concepts, especially in cities. In contrast to commercial enterprises: In surveys by
Market research institutes tend to customers towards sustainable products, in car dealerships they turn to highly motorized vehicles. Last year, a total of 15,3 million cars were registered in the EU, 1,2 percent more than in the previous year
before - and that despite the introduction of new emissions and consumption tests
(WLTP). Germany, as the largest EU car market, showed a plus in 2019
from 5 percent up. Here, too, were more than a million for the first time
SUVs and off-road vehicles newly registered - now with a market share
at over 30 percent. (VDA, 2020)

So there is a large discrepancy in public perception and consumer behavior. Become a company
continue to do everything possible to satisfy their customers. Current surveys on customer satisfaction show good to very good grades for the
Companies. Rather, many entrepreneurs see the problem with them
Environmental activists with their horror scenarios: They block the streets and send the children to demos during school time. Cars
In their opinion, they only contribute 10 percent to CO2 emissions
and it will also work on optimizing internal combustion engines
worked. German diesel technology is a role model in terms of its efficiency and CO2 emissions. However, the technology will
bad-spoken and politically unsupported.

The normal state is still the goal

From today's perspective, you are probably right, because many companies posted record results in 2019. The sales of cars is
and the tourism industry also had a record year in 2019
record. Because the traffic performance of the airlines worldwide has grown by 4,2 percent. The German airlines were also able to increase their traffic performance slightly by 1,3 percent. In total, there were over 248 million arriving and departing passengers
at German airports. So the demand for the products and services has increased!
If we look at these numbers: What is the need for action for a radical change? A question that many entrepreneurs answer to us by saying that we should stop
always badmouthing everything. Germany is well on its way and should
go on the way. There is simply no need to panic. but
of course one would be vigilant and react to the changes, especially in the international context.
At the moment (June 2020) we are in the middle of the corona crisis. and
nothing is good. But after all, we have a tangible culprit for this: Covid-19! For many business leaders, luck in bad luck,
because at the supervisory board meetings you can now blame the negative developments in 2020 on the coronavirus. You have to
not explain in detail. There is no comparison and no reference values. The previous year is not comparable and the planning is obsolete - one
new planning is also impossible. Nobody knows when we'll be back
Will reach normal state.

And here is the crux: Unfortunately, the old normal state is the goal again. Because in the normal state you can
Entrepreneurs practice the old, "successful" business model again and thus continue to be successful. Even if maybe not right away
with record sales, but perhaps with higher margins in the luxury segment. It is unimportant whether a V- or U-shaped development
comes, the old state is sought. One thing is in the uncertainty
certain: there will be strong growth in 2021. Based on
an old management rule: after a downturn comes back
an upswing with attractive growth rates. The stock market has this
already anticipated. After the initially violent crash of
almost 40 percent in February and March 2020 it went directly afterwards in
Spring has already increased by more than 25 percent. The next
An upswing is sure to come. We have learned that from previous stock market crises: Black Thursday 1929 (-85 percent), the 1973 oil crisis
(-45 percent), Black Monday 1987 (-36 percent), the dotcom bubble 2001 (-38 percent) and the 2008 financial crisis (-54 percent)

4 business models that could be obsolete tomorrow

  1. After the crises, things have always gone up. The stock exchange
    already pricing in the future development. So everything's going to be fine now, isn't it?
    At the moment we see little concrete plans from companies. But there are increasing signs that companies want to continue on their successful course from 2019, which is why there are in some cases capacity adjustments for personnel and machines. But the one for 2019
    successful business models will be continued. Here are a few current examples of business models that could be out of date tomorrow.
  2. In 2019, BMW achieved more than 100 billion euros for the first time
    Sales - 7 billion euros more than in the previous year. After the corona crisis is before the corona crisis: more luxury, SUVs and electric ones
    Drives. In the luxury segment, BMW reactivated the 8 Series for the first time, and in 2019 the giant SUV X7 was launched. Overall, BMW wants its sales in the luxury class in 2020
    double to 140.000 cars. The X7 sold out in 2019
    the booth almost 40.000 times. The CO2 value for the new vehicle fleet, which is decisive for the EU Commission, is falling accordingly
    barely. In 2019 the value was 128 grams, one gram less than in the previous year. BMW needs this result to be around by 2021
    Reduce 20 percent, otherwise severe penalties are imminent.
  3. The turnover of the Lufthansa Group rose by 2019 percent in 2,5, that is
    by almost 900 million euros. The market was characterized by high competitive pressure, especially from low-cost airlines. After the corona crisis, the current fleet is about a tenth less
    needed for Lufthansa in the future. Accordingly, AirlineChef Carsten Spohr announced in April that »no fast
    Return of the aviation industry to pre-crisis levels "
    expect and it could take months "until global travel restrictions are lifted and years until global demand for air travel returns to pre-crisis levels" .2
  4. Nestlé increased its sales in 2019 by 1,2 percent to 93 billion
    Increase Swiss francs. In the first quarter of 2020, Nestlé was able to turn
    grow more than 4 percent. In the corona crisis, the company is temporarily sticking to the original outlook for 2020 as a whole. There will be a further improvement in organic sales growth and the underlying operating profit margin
  5. Bayer AG's sales rose by 2019 percent to 3,5 billion euros in 43,5, and adjusted profit increased by 28 percent to 11,5
    Billion euros to. In the coming year 2020, the adjusted
    Profit increase by at least 7 percent. Bayer sees the planning
    even in corona times as realistic. Sales should be around 3 to
    4 percent to up to 45 billion euros. In addition to the medical division, the agricultural business also fulfilled after the takeover of
    Monsanto's expectations, it makes a profit jump to 4,8
    Billions of euros - glyphosate contributed, despite all the negative effects
    the environment, contributes significantly to this.

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