The following glossary describes the key methods, tools and factors used or taken into account by Synidea when carrying out projects for our clients.

Added Value

We see the creation of added value as the most important factor for the success of both companies and new products. Companies and products unable to make themselves automatically distinguishable from their competitors will also be unable to assert themselves on their markets.

Acquisition strategies

Acquisition is not the same as selling. To us, acquisition means winning over people and companies with new ideas, products and cooperative projects. Success on an operational level requires strategic planning – and we can provide you with the support you need. We leave nothing to chance, and build on a set of drivers with proven effectiveness and acceptance.

Alternative marketing

There are always alternatives to the status quo – yet in many cases alternatives alone cannot fully replace established elements. Our marketing concepts therefore safeguard tried-and-trusted elements and combine them with new tools wherever this approach can contribute to success.

Benchmarking

Nothing is purely good or bad. From a marketing perspective, it is only in comparison with other companies and their activities that the quality of a company’s own actions can be correctly assessed. Benchmarking is therefore an indispensable part of our work.

Brand identity

We see brands and the products and companies behind them as unique personalities. If, however, their uniqueness does not make them instantly recognizable and appealing to customers, we work with our clients to create unmistakable identities which help them achieve those characteristics.

Customer insights

In order to ensure that our clients achieve the greatest possible level of appeal, we need to know how their customers act and what their expectations are. This applies to both direct and indirect buyers.

“Potential for success” rating

We believe that it is vital to assess the potential success of new strategies and products from the perspective of the market. Only then can resources and measures be focused on the specific activities that offer the greatest prospects for success.

Established rules

We not only observe market rules, but also take the behavioral patterns of customers and companies into consideration. Despite this, we do not take rules to be dogma: In instances where change can bring about improvement we place trust in our own experience and new insights.

Business model tuning

The development of fundamentally new business models is not our core service. In many cases we nevertheless contribute to the improvement of business models in order to make them more robust, prepare them for the future and increase their earning power.

Hybrid strategies

Flawless strategies are extremely rare. Even if advantages predominate, drawbacks cannot be ruled out completely. To this end, we often tackle complex challenges using hybrid strategies. We understand hybrid strategies as approaches which achieve an optimum blend of successful, established elements and attractive new ideas.

Core competence

We see core competence as an important means of managing resource deployment. We nevertheless avoid monocausal focus on core competence, as peripheral areas of competence can be a particularly important source of drivers for success.

Client access management

The main entrance is often not the right point of access – after all, who hasn’t experienced the frustration of having to through a number of other employees before arriving at the right point of contact? To counter this, we have developed a professional access management service which enables our clients to go straight to appropriate decision-makers at appropriate companies.

Marketing approach

We do not measure the quality and potential of a marketing approach on the basis of its budget alone – particularly as more intelligent concepts have long been out-performing higher marketing expenditure in terms of their cost-performance ratio. Join us in taking the time to identify and develop a superior marketing concept rather than grappling with ever-increasing marketing expenditure.

Market opportunities

You will not learn about market opportunities in the media, and you will not find them on the internet. We carry out in-depth analysis of target markets in order to identify the greatest sales potential for your products. This involves discrete discussions with market insiders and leading sector experts, and gives our clients greater benefits than those offered by conventional market and behavioral research.

Market entry strategies

Our market entry vision: Capturing markets by exploiting strategic windows and avoiding hurdles wherever possible.

Obstacles to market entry

Many people focus on the cost of overcoming obstacles to market entry. We carefully consider which means can be used to tackle such barriers, with entrepreneurial talent, surprise and fascination playing a more significant role in our solutions than substantial investment in as-yet untested sales markets.

New paths

Many people think they have them mapped out, yet few tread them successfully. We enable you to navigate them in an appropriate commercial way as you move successfully towards your goal.

New business productivity

A simple notion – but often overlooked. Is there a viable relationship between realistically achievable new business profits and required product development and/or customer acquisition expenditure?

New Business

We are pretty much addicted to it – and that is to the benefit of our clients. New business – the key driver for corporate success – can come about as a result of the launch of outstanding new products, acquisition of new customers or capture of new sectors and markets.

Benefit design

Product design is important, with the benefits delivered to customers the decisive factor. We can provide you with support during the design of customer benefits which support product sales, placing particular emphasis on achieving levels of loyalty which ensure that first-time purchasers become repeat customers.

Positioning

Rather than simply resorting to complex positioning models, we adopt a far more streamlined approach: Positioning you in the market in a way which ensures that every buyer instantly recognizes where you stand in relation to your competitors in terms of content, emotional values and social aspects.

Potential

To be able to assess potential it is necessary to understand markets. As statistics often provide an inadequate basis for assessment, we have developed a method which reliably describes and evaluates potential. To put it another way: Sound explanations of existing or missing potential are more important to us than interpretable, manipulable figures.

Routines

We are essentially opposed to routine. Routines may simplify many processes, but they also perpetuate errors and carry unnecessary ballast. Though we therefore prefer commercial creativity to routine, we still retain our grip on operational reality.

Strategic alliances

We see any cooperation able to rubbish mathematical theory by proving that 1 + 1 = 3 as having been a success.

Strategies

We pay close and careful attention to not only strategic options, but also dead-ends and traps. The reason for this is that concepts and the implementation thereof can only be as successful as the depth of the strategic approach applied.

Strategic planning

Now an operational “must-have”, yet only as valuable as the measurable business success which follows it.

Strategic windows

Even markets need light to grow – and therefore feature a variety of windows and doors. The company which identifies them before its competitors enjoys more successful, faster and cost-effective entry to the market.

Time-to-Market

The notion that the fastest mover will win against the strongest player is not always correct. Crossing the line first is nevertheless always an advantage – so we really get our skates on when it comes to your race to the market.

Transfers

Many concepts, strategies and technologies already put to successful use in other sectors can be applied at your company. In the same way, your own products and services may prove to be highly attractive and profitable in other sectors.

Reliability

We are not trend researchers, and do not recommend high levels of investment in research into new trends. It is nevertheless essential to link products and services offered and related marketing activity to sustainable, long-term trends.

Trend surfing

Wir sind keine Trendforscher und empfehlen nicht, hohe Investitionen in die Erforschung neuer Trends zu tätigen. Dennoch ist es unverzichtbar, Marktangebote und Vermarktungsaktivtäten an nachhaltige Trends zu koppeln.

USP

Despite being self-evident, unique selling points are often an ill-defined area of the sales argument.

Simplification

Tackling complex market challenges with solutions that are simple to implement.

Marketing model

Just as important as the business model itself – and therefore treated with particular care and attention by Synidea.

Growth markets

Concentration on global growth markets is a common approach. The challenge, however, is to identify specific areas where existing products and portfolios enjoy the greatest potential for future growth.

Competitive environment

Ousting a competitor requires the use of more mass than they themselves possess. As new business in particular frequently suffers from a lack of mass, it is often more prudent to either circumvent the competition and reach the market before them or attack the market from their slipstream.

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