Schlagwort-Archive: ceo

Introverts tend to be better CEOs — and other surprising traits of top-performing executives

So what did make CEOs successful?
After analyzing all of their data, the researchers found that roughly half of the candidates earning an overall ‚A‘ rating in their database, when evaluated for a CEO job, had distinguished themselves in more than one of four management traits.

(Only five percent of the weakest performers, meanwhile, had done the same.)

The four were:

  • reaching out to stakeholders;
  • being highly adaptable to change;
  • being reliable and predictable rather than showing exceptional, and perhaps not repeatable, performance;
  • and making fast decisions with conviction, if not necessarily perfect ones.

The image most people have of a straight-from-central-casting CEO is usually something like the following: An extroverted, charismatic, confident executive who climbed a mistake-free ladder to the top with a degree from an elite school.

But a new 10-year study from a leadership advisory firm and economists from two business schools, published in this month’s Harvard Business Review, finds that the most successful chief executives often don’t fit that mold.

The researchers behind the study, called the CEO Genome Project, used a database of assessments — comprehensive performance appraisals and extensive biographical information — of 17,000 C-suite executives, including 2,000 CEOs. The database, created by the consultancy ghSmart, includes everything from career history to behavioral patterns to how the executives performed in past jobs, decisions they’ve made and demographic information.

Their analysis, which included help from statisticians, data scientists and financial analysts, examined a sample of 930 of those CEOs to come up with the traits and patterns that most predicted which ones became a CEO. They also gathered information on the performance of 212 of them to compare how top-performers‘ behaviors lined up with the traits that tend to get CEOs hired.

What they found surprised them. A little more than half of the CEOs who did better than expected in the minds of investors and directors were actually introverts, not the usual gregarious CEO known for glad-handing customers.

„The biggest aha, overall, is that some of the things that make CEOs attractive to the board have no bearing on their performance,“ said Elena Lytkina Botelho, a partner at ghSmart and a co-founder of the project. „Like most human beings, they get seduced by charismatic, polished presenters. They simply do better in interviews.“

Botelho says she doesn’t necessarily think introverts are always better performers, but that they may be more prevalent, and do better in her sample, because boards are so attracted to them.

„I’ve been in the room and had directors express the concern — ‚this person is such a strong introvert, how will they really lead?‘ “ she said. Similarly, candidates who displayed a lot of confidence had more than double the chance of being chosen as CEO, the study found, even though particularly confident CEOs were no more likely to show better performance once they got the job.

Meanwhile, only 7 percent of the best-performing CEOs — who ran companies from Fortune 10 behemoths to those with just $10 million in annual sales — had an Ivy League degree, despite the conventional wisdom that pedigree matters. „There was zero correlation between pedigree and ultimate performance,“ she said, acknowledging that number could be higher if they were just looking at large Fortune 500 firms.

Another misconception boards make when picking their next CEO is to choose candidates who have an impeccable career trajectory, with nothing but a resume full of achievements lining their path from MBA to the boardroom. But nearly all of the executives in their sample who were candidates for a CEO job had some kind of major mistake, the project found, such as overpaying for an acquisition or making a wrong hire, in their assessment. Nearly half of them also had what the researchers called a career „blowup“ that pushed them out of a job or cost the business a large amount of money — and three-quarters of that group went on to actually become a CEO.


How new CEOs can boost their odds of success

A data-driven look at the link between the strategic moves of new CEOs and the performance of their companies highlights the importance of quick action and of adopting an outsider’s perspective.

The success of CEOs is deeply linked to the success of the companies they lead, but the vast body of popular literature on the topic explores this relationship largely in qualitative terms. The dangers of these approaches are well known: it’s easy to be misled by outliers or to conclude, mistakenly, that prominent actions which seem correlated with success were responsible for it.

We tried to sidestep some of these difficulties by systematically reviewing the major strategic moves (from management reshuffles to cost-reduction efforts to new-business launches to geographic expansion) that nearly 600 CEOs made during their first two years in office. Using annualized total returns to shareholders (TRS), we assessed their companies’ performance over the CEOs’ tenure in office. Finally, we analyzed how the moves they made—at least those visible to external observers1 —and the health of their companies when they joined them influenced the performance of those companies.2

The results of this analysis, bolstered by nearly 250 case studies, show that the number and nature of the strategic moves made by CEOs who join well- and poorly performing companies are surprisingly similar. The efficacy of certain moves appears to vary significantly across different groups of companies, however. What’s more, the sheer number of moves seems to make a difference, at least for CEOs who join poorly performing companies. Also, external hires appear to have a greater propensity to act.

These findings have important practical implications for new CEOs and the boards that hire them: focus early on a few bold moves well suited to the context of your company, and recognize the value of the outsider’s perspective—whether or not you are one.

Surprising similarities

The starting point for our analysis was a group of nearly 600 CEOs who left S&P 500 companies from 2004 to 2014 (identified in the annual CEO Transitions report produced by Spencer Stuart, the global executive-search and leadership-consulting firm).3 For each CEO’s first two years, we gathered information—from a range of sources, including company reports, investor presentations, press searches, and McKinsey knowledge assets—on nine strategic moves that chief executives commonly make.

We expected that CEOs taking the helm at poorly performing companies, feeling compelled to do something to improve results, would have a greater propensity to make strategic moves than those who joined well-performing organizations. To learn whether this idea was true, we looked at how each company had been performing relative to its industry counterparts prior to the new CEO’s arrival and then subdivided the results into three categories: well-performing, poorly performing, and stable companies.4 When we reviewed the moves by companies in each of these categories, we found that new CEOs act in similar ways, with a similar frequency, whether they had joined well- or poorly performing organizations. CEOs in different contexts made bold moves—such as M&A, changing the management team, and launching new businesses and products—at roughly the same rate (Exhibit 1).

Contextual contrasts

Although new CEOs transitioning into companies that have been performing well and CEOs transitioning into companies that have been performing poorly make similar moves with a similar frequency, that doesn’t mean those moves are equally effective. We measured the performance of companies by excess TRS over a CEO’s tenure. At companies where chief executives made strategic moves early on, we found striking contrasts between organizations that had been performing well when the new CEO took charge and those that had been performing poorly:

  • Organizational redesign was correlated with significant excess TRS (+1.9 percent) for well-performing companies, but not for low performers.
  • Strategic reviews were correlated with significant excess TRS (+4.3 percent) for poorly performing companies but were less helpful for companies that had been performing well.
  • Poorly performing companies enjoyed +0.8 percent TRS when they reshuffled their management teams. But when well-performing companies did so, they destroyed value.5

We recognize that excess TRS CAGR does not prove a causal link; too many other variables, some beyond a CEO’s control, have an influence. But we do find the differences that emerged quite plausible. It stands to reason that troubled companies would enjoy special benefits from major overhauls of management or strategy. Organizational redesigns are challenging for all companies and may, in some cases, be premature for organizations in significant flux.6 Also plausible was the finding that cost-reduction programs appear to improve a company’s TRS relative to those of its counterparts for both well- and poorly performing organizations, though the effect is strongest for weak ones.

A final point on context is that the bar for top performance varies significantly by sector. In some, such as investment services and automotive, the TRS CAGRs of top-performing organizations with new CEOs are more than 16 percent above those of their industry counterparts. In other sectors, such as media and telecommunications, a CEO’s company must outperform the market by only a few percentage points to be classed in the top quintile. The implication is that new CEOs seeking to calibrate their starting points and to prioritize strategic moves should look beyond top-level performance metrics to understand what it will really take to beat the market.

Bold bouncebacks

We also sought to compare the number of major moves that new CEOs made in parallel at well- and poorly performing companies. Well-performing companies had no discernible pattern. But in poorly performing ones, CEOs who made four or more strategic moves at the same time during their first two years achieved an average of 3.6 percent excess annual TRS growth over their tenures. Their less bold counterparts in similarly bad situations could claim just 0.4 percent excess annual TRS growth.

These findings are in line with earlier McKinsey research7 showing how difficult it is to reach higher levels of economic profit without making substantial strategic or operational shifts. That has also been our own experience working with new CEOs on turnarounds.

Outside views

When the time comes to appoint a new CEO, corporate boards face a difficult question: promote an executive from within or choose an outsider? We turned our own lens to this issue and found that the performance of outsiders and insiders differed significantly. Externally appointed CEOs have a greater propensity to act: they were more likely to make six out of the nine strategic moves we examined. The size of the gap in frequency—in other words, the chance an external CEO would make a particular move minus the chance an internal CEO would do the same thing—was much greater for the moves external CEOs opted to make (Exhibit 2).

External CEOs almost certainly have a leg up when it comes to bold action. They are generally less encumbered by organizational politics or inertia than their internal counterparts. They may also be more likely to take an outside view of their companies. It’s no coincidence, in our view, that the strategic moves that have the largest gaps in the propensity to act include some of the most far-reaching ones: organizational redesign, for example, or geographic contraction.

Poorly performing companies are more likely to appoint external CEOs, and corporate performance tends to revert to the mean. But the TRS edge of outside hires was substantial: over their tenure, they outperformed their internally promoted counterparts by a margin of more than five to one—on average, a 2.2 percent excess TRS CAGR, compared with 0.4 percent.

Clearly, this performance differential is the result of multiple factors, and it’s important to note that new CEOs need not come from outside companies to cultivate an outsider’s mind-set—or to be successful in their role.8

While our results are averages across multiple organizations and industries, they do suggest a few principles for new CEOs:

  • Adopt an outsider’s mind-set. On average, external hires appear to make more moves during their early years. This doesn’t mean that insiders are the wrong choice for boards. But it does suggest that it’s critical for insiders to resist legacies or relationships which might slow them down and that approaches which help insiders adopt an outsider’s mind-set have great potential. Equally, there is value in having outsiders who can lean into the boldness that their status naturally encourages. Some executives have done so by creating new ways to assess a company’s performance objectively—for example, by taking the view of a potential acquirer or activist investor9 looking for weak spots that require immediate attention. Others have reset expectations for the annual allocation of resources, changed the leadership model and executive compensation, established an innovation bank, and looked for additional ways to bring an external perspective to the heart of the leadership approach.
  • Don’t follow the herd. On average, new CEOs make many of the same moves, regardless of starting point. They will do better, however, by carefully considering the context of their companies and leveraging more scientific ways to assess their starting points. For instance, some new CEOs take stock of the economic-profit performance of companies relative to that of their peers and, in light of the starting position, assess the odds that potential moves will pay off.10
  • When you’re behind, look at the whole playbook. On average, CEOs taking the helm at underperforming companies do better when they make more major strategic moves, not fewer. That doesn’t mean they should try to do everything at once, but it does suggest a bias toward boldness and action. Plan a comprehensive set of moves that will significantly improve your company’s performance, and make sure that you aim high enough.11

New CEOs take the helm with a singular opportunity to shape the companies they lead. The best ones artfully use their own transition into the CEO role to transform their companies. But this window of opportunity doesn’t last long. On average, an inflection point arrives during year three of a CEO’s tenure. At that point, a CEO whose company is underperforming is roughly twice as likely to depart as the CEO of an outperforming one—by far the highest level at any time in a chief executive’s tenure. During this relatively short window, fortune favors the bold.


How The Best CEOs Handle Email

Rule one: You don’t have to respond to everything.

November 07, 2013

If you’re like most people, you feel overwhelmed and frustrated by the amount of email you receive. You would rather spend time on high-impact projects instead of digging through your inbox.

But as we advance in our creative careers and add responsibility to our jobs, the amount of email (and texts, and calls, and meeting invites) we receive is likely only to increase. Getting on top of your communications—and staying ahead—requires subtle, yet important shifts in your mindset and strategies.

If you don’t have the time to complete your essential job functions, answering miscellaneous emails needs to fall off your to-do list.

Mainly, those who feel overwhelmed by email usually work from the assumption that if someone sends them something, they absolutely must read it and respond. However, effective people tackle email differently. Here’s how:

They always add value.

Before you send a reply, ask yourself: are you responding just to reply, to show you’re paying attention, or just to say “thanks?” If so, you’re typically wasting time that could be spent producing something of value and only encouraging people to respond, thus adding more email to your inbox.

They prioritize replies.

Give yourself freedom to delete messages that don’t require a response and/or from strangers. If you don’t have the time to complete your essential job functions, answering miscellaneous emails needs to fall off your to-do list. This saves you time by avoiding typing up the reply and reclaiming the mental space it takes to think about how to respond to random messages where the appropriate answer is unclear.

They save articles and videos for later.

From a video to a podcast to a survey, effective people know that a quick run through your inbox can turn into an hour or more lost productivity if you start following email rabbit holes. Put a time limit on how long you can spend going through your email. (Many of my clients set an alarm.) Wait to watch videos, read that article, or do other learning until you have some time set aside for such activities by keeping a “to watch/read” later list or folder or by using a service like Pocket. When you are in your inbox, you should only be doing one thing: answering emails.

They aim for a 24-hour turnaround.

If you reply within about 24 hours, you’re still being professional and many issues get sorted out without you. Recognize when the pressure to reply is real and required for things to get done, and when it is all in your head to “appear” responsive. Your career will be made on your ability to get things done, not your ability to answer emails immediately.

They use standard responses.

Text expanders are tremendously useful tools that you can use to quickly reply to emails that need a simple standard response (some text expanders for OSX are available here, here, and here). Text expanders, which are simple to use and inexpensive, allow you to type a two- or three-letter abbreviation that will expand to phrases like “Thanks! All the best, Elizabeth” or “I’ll take a look at the material and get back to you soon. Regards, Elizabeth.” You can also have entire paragraphs of text show up for commonly needed responses. This can cut down answering time from minutes to seconds.

They make answering tough emails an item on their to-do list.

Most of us work best when focusing on a single task for 45 minutes at a time and taking a short break afterward. For those emails that really do need you to reply but require some extra time, make them into a to-do item for later in the day. That way, you can quickly clean out your inbox (focusing on a single task) and then later come back to the messages that need 20 minutes or more for a thoughtful reply (again, a single task).

When possible, they bypass email all together.

If you find that the response would end up being too long by email, pop over to someone’s desk for a face-to-face chat or give them a call. A five-minute conversation can straighten out an issue that could have led to an extended email debate that would have disrupted an entire day. Particularly when emotions, miscommunication, and/or complex coordination are involved, consider transferring the discussion from email to another mode of discourse.

This article was originally published on

Interview mit Martin Bliem (CEO camarg)

Wer sind Martin Bliem und Christian Miletzky?

Martin Bliem ist CEO von camarg (, der Firma, die mit Chelino den weltweit ersten intelligenten Stuhl mit integrierter Aufstehhilfe entwickelt hat.

Christian Miletzky ist ein technisch versierter Designer, der neben F&E für die Produktion zuständig ist.

DieIdee InnovationsAgentur ( Worum geht es bei Eurer Geschäftsidee Chelino – der intelligente Stuhl?

Martin Bliem CEO von camarg ( Unser Plan war es älteren und körperlich eingeschränkten Personen mit innovativen und gleichzeitig optisch anspruchsvollen Produkten den Alltag zu erleichtern, bzw. die Selbständigkeit zu sichern.
Daraus ergab sich Chelino: Ein Stuhl mit integrierter Aufstehhilfe. Er ermöglicht ein Setzen und Aufstehen ohne Kraftanstrengung.
Zusätzlich steht Chelino auf Rollen, damit die Person zu einem Tisch rollen kann. Damit Chelino beim Setzen und Aufstehen die notwendige Stabilität und Sicherheit gibt, sind die hinteren Rollen mit automatischen Bremsen ausgestattet, die sich von selbst aktivieren wenn sich der Benutzer Setzen oder Aufstehen möchte.

DieIdee InnovationsAgentur ( Was zeichnet den Stuhl aus – Warum habt ihr ihn beim österreichischen Patentamt angemeldet?

Martin Bliem CEO von camarg ( Weltweit gibt es keine vergleichbare Aufstehhilfe, die Personen mit körperlichen Einschränkungen ein Setzen an einen Tisch ermöglicht und ohne jegliche Stromzufuhr auskommt.
Die Kombination aus Funktionalität, Design und einfacher Bedienung macht Chelino einzigartig und er wurde dafür auch schon mehrefach ausgezeichnet. Durch die Patentanmeldung haben wir einen Schutz mit dem unser Produkt auf unseren wichtigen Märkten nicht kopiert werden kann.

DieIdee InnovationsAgentur ( Martin, aus Deiner bisherigen Erfahrung heraus: Was sind die wichtigsten Eigenschaften, die einen erfolgreichen Unternehmer auszeichnen?

Martin Bliem CEO von camarg ( Die Fähigkeit Details bis ins kleinste Detail zu lösen, aber dabei niemals den Überblick über das Gesamte zu verlieren. Kreativität und hohe Lernfähigkeit, um sich neuem Herausforderungen stellen zu können.
Charisma und Optimismus, um Leute von der Idee begeistern zu können. Einfühlungsvermögen, Gespühr fürs Wesentliche, Aufrichtigkeit und Durchsetzungsvermögen um mit einem Team ein Ziel zu erreichen.

DieIdee InnovationsAgentur ( „Was sind die Eigenschaften des erfolgreichen Start-up Teams? Was sollte man mitbringen?“

Martin Bliem CEO von camarg ( Ein Team erfordert einen Leader, der motiviert und das Ziel nie aus den Augen verliert.
Die Teammitglieder dürfen und sollen unterschiedlich sein. So bringt jeder seinen eigenen unverkennbaren Charakter mit einzigartigen Erfahrungen und angeeignetem Wissen in das Unternehmen ein. Das Team sollt dabei aber auch gut miteinander auskommen. Man verbringt viel Zeit gemeinsam und die sollte man auch wertschätzen.
Von jedem Teammitglied wird Durchhalteverhalten, Optimismus, eine hohe Frusttoleranz, sowie möglichst eine finanzielle Unabhängigkeit abverlangt. Das stabile soziale Umfeld, trägt und fängt in schwierigen Zeiten und motiviert zum Weitermachen.

DieIdee InnovationsAgentur ( Wie sieht eine Aufgabenverteilung im Team konkret aus?

Martin Bliem CEO von camarg ( (Martin) bin für die Geschäftsführug zuständig. Das bedeutet bei einem Unternehmen von überschaubarer Größe, dass es kaum einen Bereich gibt, in dem man nicht mitwirkt. Prinzipiell haben wir aber unsere Aufgaben schon verteilt. Ich bin für Finanzen, Marketing und Vertrieb zuständig und Christian für die Entwicklung, Produktion und Einkauf. Unsere Mitarbeiterin Cornelia Ernekl ist vorrangig für den Verkauf zuständig.

DieIdee InnovationsAgentur ( Was waren die großen Hürden, die Ihr erfolgreich gemeinsam gemeistert habt?

Martin Bliem CEO von camarg ( Für die Finanzierung des Projekts war es notwenid mehre Förderungen zu bekommen. Dies ist uns sehr gut gelungen, was vermutlich an dem Produkt liegt, dessen Nutzen offensichtlich ist. Die größte Herausforderung in der dreijährigen Entwicklung lag dabei in der Berücksichtigung der körperlichen Einschränkungen, die man als junger und gesunder Mensch nicht hat und daher leicht übersieht.
Darüber hinaus bedurfte es an viel Kreativität und Denkarbeit um die notwendige Sicherheit mit einem optisch schönen Design zu vereinbaren.
Es sollte ein Stuhl entstehen, der eine Lebenserleichterung integriert, aber nicht als Hilfsmittel sondern ein schönes Möbel wahrgenommen würde. Das Ergebnis kann sich zeigen lassen. Chelino hat mehrere Innovations-, Design- und Medizinproduktpreise gewonnen, darunter eine reddot Auszeichnung und eine Auszeichnung für eines der besten zehn in Österreich erteilten Patente im Jahr 2011.

DieIdee InnovationsAgentur ( Hast Du eine Entscheidung, in der Gründungsphase, bisher bereut?

Martin Bliem CEO von camarg ( Prinzipiell haben wir unsere Sache gut gemacht und wir dürfen zufrieden mit unserer bisherigen Leistung sein. Natürlich kann man Dinge auch besser machen. So lernt man aus Erfahrung und würde viele Dinge beim zweiten Mal anders machen. Manchmal ärgert man sich auch, weil man Dinge nicht im Vorhinein richtig eingeschätzt und angepackt hat, aber ich denke das ist überall so. Solange man einen Fehler nicht zweimal begeht, weiß man zumindest, dass man ein System geschaffen hat, das die Fehlerwahrscheinlichkeit reduziert.

DieIdee InnovationsAgentur ( Was sind die für Dich wichtigsten Startbedingungen für ein Startup? Deine Checkliste?

Martin Bliem CEO von camarg ( Eine super Idee, an die man selbst und andere glauben. Manchmal ist man selbst zu optimistisch, und es ist gut, Feedback von Außen zu bekommen…
Daraus muss ein in sich stimmiger und möglichst realistischer Businessplan entstehen. Bodenständige Überlegungen sind hier oft wichtiger als wissenschaftliche Ansätze.
Geld ist sehr wichtig. Man sollte sehr genau wissen woher das Geld für das Unternehmen und Privatleben herfließt. Die gewinnbringenden Umsätze kommen immer viel später als man glaubt. Sich darauf verlassen, dass man damit Kredite in der Zukunft begleichen kann, sollte man mit Vorsicht genießen. Stets sollte daher ein Ausstiegszenario einkalkuliert werden.

DieIdee InnovationsAgentur ( Rätst Du Jungunternehmern ohne perfektes Setup (Personal, Know-how) zu starten?

Martin Bliem CEO von camarg ( Der Kapitaleinsatz ist hier sehr ausschlaggebend.
Bei finanziellen low-involvements wie etwa bei Dienstleistungen die ohne hohen Kapitaleinsatz und Entwicklungskosten auskommen, ist ein Start mit einem relativ niedrigen Risiko verbunden.
Bei finanziellen high-involvments (z.B. Produktentwicklungen) – sieht die Sache anders aus. Entwicklungen dauern oft länger als gedacht und für die Vermarktung des Produkts sind dann nochmals Investitionskosten vonnöten, die die Entwicklungskosten um ein Mehrfaches übersteigen.

DieIdee InnovationsAgentur ( Wie wichtig ist Geld ?

Martin Bliem CEO von camarg ( Wenn Du die Miete nicht bezahlen kannst, die laufenden Kosten nicht im Griff hast, wird es schwierig.
Haushalten, vorplanen und das Budget zu kalkulieren ist immer wichtig und Pflicht.
Man sollte sich auch darauf einstellen, dass privat mehrere Jahre ein absoluter Verzicht notwendig ist.

DieIdee InnovationsAgentur ( Wordrap. „Auffallen?“

Martin Bliem CEO von camarg ( Positiv auffallen ist sehr wichtig. Das beginnt bei der Präsentation eines Förderungsansuchens und endet bei dem Verkaufsgespräch bei einem Kunden. Man sollte stets versuchen Dinge so zu tun, dass sie Neugierde und Aufmerksamkeit erzeugen.
Eine Möglichkeit in der Öffentlichkeit aufzufallen sind Wettbewerbe. Es gibt hier eine Vielzahl von Möglichkeiten, die man alle ergreifen sollte.

DieIdee InnovationsAgentur ( Innere Motivation?

Martin Bliem CEO von camarg ( Ich (Martin) wollte eine Firma gründen, um das Unternehmertum kennenzulernen. Mein Wunsch ist es mehrere Jahre hart für etwas sinnvolles zu arbeiten, etwas aufzubauen und dann anschließend von dem Geschaffenen zu profitieren.

Meine (Christian) Motivation liegt im erhalt der Unabhängigkeit. Mir ist es wichtig mein Leben nach meinen Vorstellungen zu leben und im Beruf viel Freiheiten zu bewahren.

DieIdee InnovationsAgentur ( Umsatz zu Gewinn?

Martin Bliem CEO von camarg ( Das Erfreulichste für den Selbstständigen ist es den break-even zu erreichen. So bleibt man unabhängig von Investoren und weiß, dass man eine Basis geschaffen hat auf der man aufbauen kann.

DieIdee InnovationsAgentur ( Absatzmarkt?

Martin Bliem CEO von camarg ( Derzeit verteiben wir unsere Produkte im deutschsprachigen Raum. In ca. 2-3 Jahren sollen weitere Absatzmärkte in der EU und USA erschlossen werden.

DieIdee InnovationsAgentur ( Austesten von Ideen?

Martin Bliem CEO von camarg ( Für die Produktentwicklung ist es ideal wenn man potentielle Kunden als Testpartner gewinnen kann. So können Neuentwicklung ohne viel Aufwand von dritten bewertet werden. Mehrere Testpartner sind zu bevorzugen jedoch sollte der Tatsächliche Verkauf und Produktvorstellungen erst begonnen werden, wenn das Produkt marktreif und auslieferbar ist.

Qualitätsüberprüfungen und Langzeittests sollte man ernst und konsequent durchführen. Ein kaputtes Produkt am anderen Ende der Welt bei einem Kunden kann mehr kosten als es einbringt.

DieIdee InnovationsAgentur ( Womit beschäftigst Ihr Euch derzeit? Was ist in Zukunft geplant?

Martin Bliem CEO von camarg ( Derzeit führen wir mit mehreren Investoren Gespräche. Vorraussichtlich wird gemeinsam mit Businessangels dieem Herbst eine GmbH gegründet.
Im Bereich der Produktentwicklung arbeiten wir an einem neuen Modell mit einer weitern intelligenten Lösung, die wir aber hier noch nicht verraten möchten.

DieIdee InnovationsAgentur ( Wie sieht Eure Distributionspolitik aus?

Martin Bliem CEO von camarg ( vertreiben Chelino sowohl direkt als auch indirekt über Sanitätshäuser und Möbelhäuser.
Viele Kunden werden durch unsere Homepage aufmerksam und melden sich direkt bei uns – auf
Wir bieten interessierte Kunden ein persönliches Beratungsgespräch und eine anschließende gratis Testwoche. Durchschnittlich verbleiben danach 9 von 10 Chelinos bei dem neuen Besitzer was die hohe Kundenzufriedenheit wiederspiegelt.

DieIdee InnovationsAgentur ( Vielen Dank für das Gespräch.

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