Imagine that you’re at a
And someone asks: Where do you work?
And you say: With POWERGROUP.
And your counterpart asks: What’s that?
And you say: A global creative community.
And your counterpart asks: What do they do?
And you say: I need a drink.
That’s just one of the reasons for this book
It was created by a team of highly talented people from all
over the world, for the purpose of defining – perhaps for the
first time since the founding of our company – who we are
and what we want to be.
For many of you, this book is probably the first opportunity
to experience our company in all its diversity and to get to
know the success stories – and faces – of POWERGROUP
around the world.
To see, in this new articulation of POWERGROUP, what it is
that both unites us and at the same time provides us with the
individuality that sets us apart from others.
And this book is just the beginning of our journey.
But right now we’d just like you to sit back, relax – pour
yourself a drink – and enjoy reading about POWERGROUP.
THE COURSE OF TIME 9
WHERE DESIGN MEETS STRATEGY 12
THE POWER STRATEGY 14
CREATIVITY AND INNOVATION 16
PEOPLE AND MOMENTS 24
OPEN HORIZONS 26
A FEW WORDS ABOUT WORDS 35
THE RED DOOR 43
WITH OPEN EYES 46
KEEP RUNNING 50
INNOVATION MANAGEMENT & KNOWLEDGE TRANSFER 62
TRENDS ANALYSIS 67
FEASIBILITY STUDY 71
GROWTH POTENTIAL 72
ENERGY & ENVIRONMENT 78
BRAND POSITIONING 86
PRODUCT DEVELOPMENT 89
STRATEGIC BRAND MANAGEMENT 96
BUSINESS LOCATION DEVELOPMENT & MARKETING 100
BERLIN SCIENCES 2015 104
IN-DEPTH INTERVIEWS 107
BRAND MAP © 110
SCIENCE MARKETING 114
BRAND SYMPOSIUM 117
CREATIVE COMPETITION 119
MIMETIC MODULATION © 120
SCIENCE PORTAL 121
MEDICINE & HEALTH 122
LOGISTIC OF KNOWLEDGE © 127
KNOWLEDGE COMMUNICATION 128
BUSINESS STRATEGY 133
FAST MOVING CONSUMER GOODS 136
RACING SHOE 141
SUSTAINABILITY & SOCIAL WELFARE 150
THE MUSIC EDUCATION PROJECT „OPER ÜBER LEBEN © “ 155
THE 100 POOREST GERMANS 157
WORLDWIDE RESPONSIBILITY 159
PATTY´S CHILD CLINICS 163
THE RACE GOES ON 166
INNOVATION MANAGEMENT &
DEVELOPMENT & MARKETING
The POWERGROUP was founded in 2001 as a strategy
and planning company within the international agency
network TBWA. The name TBWA is derived from its
four founders William G. Tragos, Claude Bonnange, Uli
Wiesendanger and Paolo Ajroldi. During the selection of
the name for the new business consulting company, the
partners (Dr. Pantelis Christian Poetis and Volkmar Wermter)
used the same idea and formed TBWA\POWER from the
acronym of their surnames.
After the management buyout in 2004, Dr. Poetis, a lawyer
and former Quandt Group manager, developed the resultant
POWERGROUP network into an internationally recognised
strategy consulting agency. POWERGROUP’s most
important conceptual instrument is Business Design Thinking
– knowledge-based, strategic planning and development of
products, brands and companies.
As a strategic consultation and implementation agency,
POWERGROUP today works for clients in more than 50
countries. With the founding of POWERASIA in 2013,
POWERGROUP further intensified its focus in Pakistan,
Afghanistan, India, China, Indonesia, Bangladesh and
Turkey. We use a comprehensive network to identify business
opportunities in these fast-growing markets, and support the
development of multilateral collaboration. The expertise of
our international teams in cross-cultural communication has
proven to be extremely valuable for the implementation
With POWERMADRID, POWERGROUP has been present
on the Iberian Peninsula since March 2014 for the purpose
of supporting our international clients in their local challenges
directly in situ as well as identifying developments and
opportunities in Spain as a gateway to South America.
THE COURSE OF TIME
The picture shows Jesse Owens at the finish-line during
the 1936 Olympics and characterises the spirit of the
POWERGROUP in an idealised manner. The Afro-American
wrote sports history at the Olympiad in Berlin, as he won
gold in four disciplines: 100 metres, 200 metres, long jump
and the 4x100 metre relay. Despite the fact that the Games
were clearly dominated by Nazi propaganda, the German
public rapturously applauded Owens.
We view the picture, in which the artist Stefan Heide clad
Jesse Owens in a POWERGROUP jersey, as symbolic for
the POWERGROUP. An alleged outsider, considered so for
whatever reasons, wins respect mainly through achievement.
But, when someone or a group achieves victory, the victor
soon becomes the hunted. Staying at the top of the list in the
long term requires the ability to constantly renew one’s focus,
as well as the occasional bit of luck.
We reflect on ten very successful yet sometimes difficult
years. It is a particular pleasure that we’ve been able to
build a business which is driven by its team spirit to achieve
the best – for our clients, our employees and our company.
The race goes on!
As business designers, POWERGROUP’s experts fill the gaps
between market researchers, business consultants, advertising
executives and M&A consultants and combine the knowledge
gained in these fields to develop new solutions.
When design and strategy meet, two schools of thought
face each other.
Management consultants, being trained in business
management, use a linear approach to decision-making and
usually start with an intensive solution analysis. Designers start
with a holistic solution which they then modify to conform
with circumstances and requirements.
This conceptual design process requires a great level
of sensitivity on the part of the designer who must learn
to understand the customer to be able to develop the
right business strategy, branding concept or product.
Designers challenge assignments – a characteristic which
is in turn grounded in their empathy: it’s about wanting to
truly understand the customers and consumers; they’re
accustomed to questioning apparently fixed thinking models
and specifications. Designers often put a problem in a
completely new light for the purpose of considering it in a
This solution-oriented approach of Design Thinking is
adopted for POWERGROUP‘s Business Design Thinking: the
knowledge-based planning and development of strategies
for products, brands and companies. Depending on the
focus of the project, our multi-functional team’s experts from
the areas of business, design, IT, finance, marketing, sales
and research will be involved in the development process
from the outset for the purpose of achieving optimal results
through comprehensive collaboration.
As Business Design Thinking is inherently rooted in the real
world and marketplace, it is an ideal conceptual design tool
for strategic development in an ever-changing market and
Companies must respond to the challenges associated with
the globalisation of markets and competition, the triumph of
the service industry, the effects of deregulation, privatisation
and the knowledge revolution.
POWERGROUP offers solutions in the following three
sectors in particular: strategy, marketing / sales, and M&A
Our expertise includes projects in the following areas:
energy and the environment, innovation management and
technology transfer, health and medicine, Fast Moving
Consumer Goods, sustainability and social issues, and
THE POWER STRATEGY
BUSINESS DESIGN – GROWTH MARKETS – BUSINESS STRATEGY –
BUSINESS UNIT STRATEGY – SUSTAINABILITY
The development of innovative marketing strategies which
help accelerate the achievement of corporate objectives
is the raison d’être of POWERGROUP. We use Business
Design Thinking to create distinctive strategies for businesses
and brands as well as to introduce new products or services.
Business Design Thinking – knowledge-based, strategic
planning and development – can be applied to a wide
variety of companies. Having successfully implemented
this conceptual approach in the development of innovative
projects for the FMCG industry, POWERGROUP is now
using it mostly for B2B projects. Business Design Thinking
is particularly suited for non-tangible brands from branches
such as logistics, health, insurance, banking, energy, science
For us, creativity means solving tasks through unconventional
and innovative means. We expect these solutions not only to
be new and unique, but also to show considerable growth
potential. Creativity is the source of the thought process
which ultimately leads to creative ideas. This “Eureka”
moment brings information, knowledge and experience
into the creative process and can thus help to achieve
strategic business goals. Our design team generates and
provides highly innovative trend analyses which are used as
a basis for the development of inspiring creative concepts
for accelerating the implementation of business, brand and
BRAND MANAGEMENT – STRATEGIC MARKETING – OPERATIVE MARKETING – CUSTOMER
EXPERIENCES AND SEGMENTATION – CUSTOMER LOYALTY – CUSTOMER SATISFACTION
The development of innovative products and concepts is
the primary focus of our work. In order to identify strategic
opportunities for innovation, we compile qualitative and
quantitative data models to analyse the company and market
potential and evaluate the competition, taking into account
social developments and trends in fashion, art and media
usage to provide the framework for our creative process.
A coherent, clearly defined brand definition and careful
brand management are pre-requisites for a company’s
successful interaction with its market environment. Brands
are a highly concentrated form of communication. We
develop brand communication concepts that provide an
emotional experience, which in turn generates brand loyalty
and satisfies the need to belong. Our agency implements
these communication concepts over the entire range of
communication channels: from print to radio and TV up to
interactive, digital media. The agency can offer the entire
service spectrum, including the design and implementation
of internal communication measures, PR and corporate
representation at trade fairs and congresses. Our aim is to
satisfy all the creative needs of our clients, small or big.
ACQUISITION SCREENING – ACQUISITION STRATEGY – DIVESTITURES – MERGER INTEGRATION –
JOINT VENTURES – STRATEGIC DUE DILIGENCE
Growth strategies often include mergers, acquisitions and
joint ventures in order to complement product or enterprise
development. Our experts from the financial sector, business
operations and strategy development work in close
collaboration with management to define and implement
plans for helping companies to grow and reach their full
potential. POWERINVEST, the transaction and portfolio
team integrated in POWERGROUP, places a special focus
on strategy conception and implementation to ensure a
consistent and pro-active management approach. Close
collaboration with our experts for ‘new markets’ allows for
POWERINVEST consults German and international corporations,
owner-managed medium-sized companies and
financial investors in the domain of corporate finance.
Our success lies in the establishment of long-term strategic
partnerships. Implementation processes are continuously
monitored by our experienced experts and guarantee the
realisation of jointly agreed collaboration objectives. We
provide professional support in purchasing and selling
businesses and shareholdings, structuring and implementing
financing activities, and winning investors and collaboration
partners via the international POWERGROUP network.
A problem always looks easy after it’s been solved. The great
victory which today appears easily won, is the result of a series of
small, unnoticed victories.
Paulo Coelho, Manual of the Warrior of Light
The “Warrior of Light” (as dubbed by Patricia Poetis,
POWERGROUP’s creative director) – a copy of a clay figure from
221 B.C. of the terracotta army of Emperor Quin Shi Huangadi –
guards the door of POWERGROUP and is representative of
many inspiring symbols which can be found in the works of art,
artefacts and objets d’art from around the world located on the
Tête-à-Tête with Pantelis Christian Poetis and Patricia Poetis
Interview: Ines Rößler
Pullach on an early summer day. The eye sweeps over the
Isar valley up to the peaks of the Alps that are visible in the
distance. POWERGROUP’s Managing Director, Honorary
Consul Dr. Pantelis Christian Poetis and Creative Director
Patricia Poetis, whose offices are connected by an internal
door, finish a last email before the interview can begin.
POWERGROUP celebrates its ten-year anniversary this
summer. In your view, what has been the most significant
change between then and today?
Patricia Poetis looks at her husband.
Pantelis Christian Poetis (PCP): I’m not saying anything.
Patricia Poetis (PP): Why not?
PCP: You have to answer that.
PP: But you were one of the founding members of
PCP: The most important change is that we inserted the
connecting door between our offices.
PP: I think that the most important and correct step for
POWERGROUP was to move here to the Riverside Offices.
PCP: I was a little hesitant at first. But ultimately it was the
In doing this, you virtually brought the company to your
PP: Our projects cannot really be separated from what
is considered a career. We see them as a vocation. The
problem with a vocation is that you can no longer distinguish
between private and professional life – after all, you’re
involved around the clock. However, I see this as a very
positive thing – in combining professional and private
spheres, it is possible for both of us to work together day
and night, in the truest sense of the word.
PCP: I think that’s a great luxury.
Do you still remember the very first project which you
supervised with POWERGROUP?
PCP: That was a very strategic mission in which an Internet
start-up company was acquired by a large corporation from
Gütersloh – two cultures clashed. It took us quite a while to
find the right way. With this project we learned that it’s not
just the theoretical conceptual design that is important for a
project; rather it is the practical application.
PP: At the time, we had not yet worked together, and you
couldn’t explain to me what you were actually doing.
PCP: We had to define that for ourselves in clear terms, and
proceed task by task, step by step. In the end, we found a
Ms. Poetis, you have only just mentioned that you were
originally not involved in POWERGROUP. What led to the
decision to turn away from the fashion industry and join a
PP: This was a gradual process. In fact, I originally consulted
fashion companies in regard to how their design teams were
co-ordinated and controlled. It was about huge collections
and the designers had to brought into line, or else everyone
would have designed something different. Parallel to this,
we had many discussions at home about POWERGROUP
projects, including ideas and strategies. In many cases,
we debated how concepts and their message could be
conveyed well and clearly. Back then we found out that the
easiest way to communicate something is with graphical
visualisation. Through these discussions, I became more
and more involved and ultimately became a member of
PCP: Even when we found the right words to outline a
strategy, this did not mean that it would also be properly
understood on an international level. The Spanish, Greeks,
Portuguese and Brazilians may interpret it quite differently. A
picture is the same for everyone.
PP: That‘s why I always say, “a house is a house”. Words are
understood quite differently from images. Get ten people to
draw a house and you will get ten different houses. A picture,
on the other hand, provides everyone with the same idea.
Are there any approaches from the fashion industry which
are also reflected in your present job?
PP: The fashion world is very fast-paced and extremely shortlived.
In addition to creativity , I bring along the fast pace.
PCP: There simply is no faster or more direct communication
than in the fashion industry. Patty always knows from
experience what works quickly, and how colours, shapes
and words function and are perceived. This quick pace can
be applied to everything.
”DIFFERENT FROM TRADITIONAL
COMPANIES, WE DON’T THINK
BACKWARDS, BUT FORWARDS.“
Pantelis Christian Poetis
Has POWERGROUP‘s operation method been changed
with the inclusion of your wife?
PCP: It has always been very important for us at
POWERGROUP to distinguish ourselves from the competition.
The big consulting firms are strong in theoretical development.
In my opinion, their weakness lies in lack of creativity – the
development of the actual vision and with it the associated
realignment of the company; and then the corresponding
visualisation and implementation. I often receive calls such
as this from my customers: “Christian, come quickly, we have
just received eight folders from a consulting firm and don‘t
know what to do with them.” On an intellectual level, the
content can indeed be understood, but the mental leap to
building a vision or to developing a new product cannot be
PP: Through joint discussion, we have developed our
“Eureka effect”. The different approach from the strategic
and the creative sector, which is completely detached from
any constraints, leads to the convergence of these two points
and thus serves the development of concepts and their
PCP: And at the end of the day, the customer does not have
a developed project or task, but an implemented result. And
that is a substantial difference.
How else does POWERGROUP distinguish itself from the
PCP: There are a few fundamental differences between
a traditional management consulting company and
POWERGROUP. One of the most important differences is
that we do not deal with internal functions. We do not do
restructuring or cost cutting, we don’t do any production
relocations or plant closures. Design Thinking is exclusively
focussed on external things: What is the market like, how
can I better represent myself in the market, how can I win
additional market potential? This can be accomplished via
diverse processes. It can be a product, but it doesn’t have to
be. Even extended product offers or market entries represent
opportunities. The second difference is that we don’t think
backwards, but forwards. For example, is there is a vision for
a company which can be translated into a strategy, and with
such a strategy, is it possible to position the company better
than how it is currently positioned? Which reminds me of
how, right at the start of POWERGROUP, we were invited to
a BMW seminar with maybe 35 other consulting firms. They
said that they were doing so well that they were afraid of the
future. This was an intriguing introductory question: We are
doing fantastically well, but how could we do even better, or
how can we stay that way and even top it? This is Business
Design Thinking at its best. This is primarily not about crises;
rather, it is about the future and using appropriate means to
secure this future.
PP: In fairness, it must be said that we never actually work for
companies which are in a crisis, but we almost always work
for companies that want to increase their market power and
their influence. This also implies that we operate in a very
positive, upward-moving field. We can start thinking without
cost being an issue at all. Only once we have developed
the strategies and new ideas do we enter into the discussion
of what it may cost and how much money is available. This is
a very different approach from going into an ailing company
and looking to save money everywhere – ultimately realising
reductions. We externalise, we open the company to new
possibilities– for new sales and new success.
PCP: Costs are also relative. When I have a company which
is on the verge of bankruptcy and I cause additional costs
of one million, then that is one million too much. If we have
opportunities for advancing a company that is worth billions
and securing markets with a turnover in the millions, then
costs of a million are very low. Of course, at the same time,
it is more fun for us to think positively. Right at the start of
my career I got ailing companies back on their feet, but, to
be honest, it was terrible. This cost cutting, closing factories,
looking people in the eyes and telling them that their jobs
have been outsourced – it didn’t give me any pleasure.
PP: This was actually the beginning of our strategic thinking.
Because we wanted to avoid having to lay off people, we
came up with new concepts for fashion collections, and in
this way we were able to either prevent layoffs or significantly
PCP: Cost cutting basically doesn‘t get you anywhere if
you don‘t have a vision for the future. Otherwise, after two
years, the costs are too high again and you have to make
reductions again. And cost cutting does absolutely nothing
for a company which has no future.
PP: This positive, long-term work also means that we
nurture very personal, often even private, relationships with
our clients, almost on a friendship level. These are mostly
senior corporate executives and CEOs, and that leads to
short decision paths. This kind of relationship can almost be
compared with that one has with one‘s GP, that‘s how large
the mutual trust is.
PCP: This is perhaps also reflected in how we don’t consider
ourselves service providers. We act as business partners
who anticipate our clients‘ every wish.
PP: Make it happen whatever it takes.
Over a period of ten years, surely some strategy also must
PCP: We can look back on some 80-90 large projects
over this 10-year period, and only a few of them were not
successfully implemented. We keep an eye on these projects
for years and take note, with satisfaction, that it wasn‘t our
fault if something could not be implemented.
PP: Satisfaction is not the right word. Of course we are proud
when we receive feedback, such as happened recently
regarding the black-and-white hands campaign. I had almost
forgotten it, and then there is such positive feedback years
later. The campaign was really able to convey a unique
selling proposition. But some projects just fail, and I find that
really frustrating. We spend many hours contemplating the
project and then something simply cannot be realised. A
good example of this is Berlin Tempelhof.
PCP: After all, projects and the implementation of the projects
do not fail on a large scale. It is very rare that you have an
idea and then it flops because it was simply bad or missed
the point. Actual failure happens mostly when somewhere
the fine-tuning doesn‘t work out during implementation. It’s
only a small parameter and the whole project topples.
Sometimes there is also resistance which was not anticipated
or was misjudged, and the whole thing stumbles. The
Tempelhof project for further usage failed due to lack of
political will. Following this year‘s referendum in Berlin,
the Tempelhof site will probably lie fallow for a long time.
”WE OPEN COMPANIES TO NEW
POSSIBILITIES– FOR NEW SALES AND
One important subject in your daily work is inspiration.
Where do you get it from?
PP: Inspiration is varied: anything you come across in the
course of the day can inspire. From family to nature, or a
normal trip to the supermarket, plus specialist magazines
dedicated to trends and future research. Naturally, politics
of the day and the news also play a role – just like the unrest
in various countries, or ‘liquid democracy’. It all influences
creativity and allows one to think about it and to transform
learnings into input for projects.
PCP: Reflection is decisive for me. We discuss things
discursively, not only at home but also in the company. Every
employee knows that he or she can contribute something
constructive to a project at any time, regardless of their
position or specialisation. This inter-disciplinarity is a very
important aspect for generating the right impulses or ideas.
We highly appreciate the personal exchange with our staff -
it is in this way that we learn about trends. For example, what
does a techie or a graphic artist do when they have a long
weekend; where do they go, what is their objective, what
do they do there, and with what experiences do they come
back? Similarly, we also get important input from our children,
who are quite a bit younger than our employees. What
happens in this new young world, naturally has implications
on the “grown-up” world, we don’t live in a vacuum. The real
intuitive approach is to use this discourse, the back-and-forth,
to develop what starts as a holistic approach into a widelyapplicable
Are you clear from the outset on how you will apply a
certain trend or graphical stimulus for a project, or does
that crystallise only over time?
PP: Once you‘ve read up on a project, then some flash
of inspiration comes relatively quickly. Then it’s all about
determining whether it can be implemented as intended.
PCP: If, based on my wife’s description, I’ve fully understood
what’s possible and how to implement it, that’s when I say
“Sold!”. If I as a non-creative person understand it, then
everyone else will also understand it. I learned this from
Patty; if she says “Look, this might be like so and so”, I know
immediately whether it appeals to me and whether it could
work or not. Indeed, in nine out of ten cases, it passes
thorough examination both internally and – after we have
elaborated the concept – it also passes upon review by the
customer. I don’t know what that is – intuition or experience.
PP: It‘s a combination of many factors.
Some of your children contribute on a regular basis,
some on short notice as needed, to various projects
of POWERGROUP or the Honorary Consulate. How
important is it to you that your children get an insight into
PP: It is very important. For us it was a pre-requisite that our
children should be able to be involved in the communication
between us. We have always spoken to everyone about
everything. We have often received significant input for
decisions in this way. Ever since our children were old
enough to understand what we’re talking about, we have
wanted them to also understand the basics of our work;
how strategies are developed and how they are ultimately
implemented. In this way, I believe that we can provide them
with what they need to have a solid basis for any career that
they might choose later in life. We don’t want to nail them
down in POWERGROUP, and also do not want to force
them to work here. Currently, of course their studies are the
focus of their lives. But if they take on a job in the company,
then they must also perform it responsibly, from the beginning
to the end.
”INTER-DISCIPLINARITY IS A VERY
IMPORTANT ASPECT FOR GENERATING
THE RIGHT IMPULSES OR IDEAS.“
Pantelis Christian Poetis
PCP: Patty has once again forgotten the most important
point. We have always told our children when they asked
for pocket money that they could naturally work for it, that’s
not a problem. The educational intention behind this goes
along with the old adage “from nothing comes nothing”.
They should understand that, if they work, they can also get
money for it.
PP: When it comes to money – let me add something here.
For me, money is not a decision criterion, and it should not
be one for our children either. I have never made money the
focus of my life. As Erich Sixt recently said in his acceptance
speech at the Scopus Awards in Berlin: “Those who earn
money just to earn money deserve only to earn money”. Of
course you‘ll need some yield at the end, but primarily it’s
the cause that counts. That‘s what our children are learning.
They have also learned that performance and reward are
closely related, for they have never received pocket money;
rather, they have always had to work for it. However, it was
not primarily about money, but about the idea. It‘s just the
opposite of what you just said.
PCP: It would really have surprised me if we were of one
mind. In this context I‘d like to stress that we are fully open
not only to our children but also to our employees. The
Design Thinking that is at the core of POWERGROUP can
be practiced only if you are ready and willing to learn it, and
have had experience in going beyond borders, crossing
them and thinking big. I understood my wife immediately
when she said: ”Move the company to here in Pullach,
the horizon here is endless; you have no mental barriers
or content limitations.“ This is what we want to convey to
both our children and our staff. If now one of them has the
idea - which is what just happened – that she would like
to found and run POWERMADRID, and we believe that
makes sense, we will do it. And if the next employee comes
along and says that he or she is now opening an office in
Shanghai, then Shanghai it is. I believe that, if the basics and
the chemistry are right, and the external parameters as well,
then anything is possible.
PP: True to Walt Disney: “If you can dream it, you can do it”..
PP: And that means that your horizon is open – there are
no barriers, there is no No. A no is just a short-term result
prevention, as my husband always puts it so nicely. That‘s
when one has to keep looking for a way as long as necessary
until it is found. That is a major aspect with POWERGROUP:
There are no limits.
”A MAJOR ASPECT WITH POWERGROUP:
THERE ARE NO LIMITS.“
POWERGROUP often uses social topics to support brand
building. Aren’t you worried that that might be understood
purely as a marketing gimmick?
PP: I don’t believe that, because that is simply not the case.
We have always believed that if we’re doing well, then we
must share some of it. We have understood that our strategies
can also be used successfully for social topics. This is dear
to our hearts; it’s really important for us. In this globalised
world in which we move and work, we must also consider
such projects. They’re not just a part of our everyday work;
ultimately, they also contribute to the success itself – for it’s
only if we are able to defuse social hot spots that we are
able to establish new markets there. For me personally, it’s
the humanitarian, not the economic, aspect that comes to
PCP: And it’s fun. Neither of us play golf, so I always say:
I don’t play golf, I have Pakistan. This commitment with the
Consulate gives me a satisfaction completely different from
playing golf. Besides the fact that I am a terrible golfer.
Recently, you have been able to recruit several Asian,
South European and South American employees for
POWERGROUP. Is this a mere coincidence or a part of
your business strategy?
PP: This has become a part of the business strategy. It was
thanks to a first coincidence that we learned how much
potential and new knowledge we can gain from such
employees, and therefore this approach appealed to us.
This once again expands the horizons immensely, and its
simply fun. We are proud that we can offer these employees
a platform, and we are learning a lot from them.
PCP: As my wife always puts it so nicely, “Life is lived
forwards and understood backwards”. I don’t know where
she got that from.
PP: I think we use a bunch of such sayings.
PCP: Anyway, we really decided on that intuitively and by
chance, and now we understand it as a part of our strategy,
because you can just get an awful lot of learning from it.
We also note differences in mentality, just like one approach
or another which is simply not up for discussion. Some
things just cannot be realised in the way we in Germany
think will work. Sometimes, insurmountable barriers present
themselves. I find that absolutely exciting.
You have already had some - one might even say: radical -
experiences in your life; not just geographically but also
professionally. Hasn’t it become boring, always in Pullach,
always with the same company? What are your future
PP: Amazingly, Pullach has become our haven to which we
always like returning. As we work internationally – in more
than 50 countries – the world comes to us at home, and
at the same time we go out into the world. We notice no
limits here. Nevertheless, we are still open for everything. I
could well imagine going somewhere else again. Maybe
to Washington or London in ten years. Nothing needs to
remain the way it is. On the other hand, we feel very much at
home here, in this house, in this company, in this location. For
my part, I would never give it up. That is not to say that that
would keep me from something else. What do you think?
PCP: I think you said all there is to it. I agree with you
completely and have nothing to add. I believe just as much
as you do that every person seeks a place of tranquillity
somewhere. We have often discussed this. With our
international projects and trips, we have been able to
develop many thoughts about it. Time and time again, we
have come to the conclusion that Pullach offers so many
advantages that there is no alternative for us. This does not
mean that we are tied one place – quite the opposite. The
only thing that is really immutable for me is Business Design
Thinking – which in turn is the most agile and creative thinking
model there is.
PP: That virus really settled with us. We really can’t do
anything in our lives without...
PCP: We can’t travel to any town, go in any restaurant, enter
any hotel or company, watch any Maypole celebrations...
PP: ...without applying Business Design Thinking. It is indeed
extreme. Extremely beautiful!
Dr. Pantelis Christian Poetis, Pullach
Dr. Poetis had just enough time to approve the content of the 10-year
compendium before he departed for Pakistan. The POWERGROUP
chief executive and Honorary Consul for Pakistan is currently negotiating
with the Ministry of Health and hospital managers in order to establish
parameters for better hygienic conditions.
Patricia Poetis, Pullach
The POWERGROUP’s creative chief is particularly pleased that the Team,
after 10 years, has finally found the time to present selected projects in a
compact book. Normally, looking after corporate communications is put
to one side in favour of work on client projects.
A FEW WORDS
Tony Morollo, South Carolina
There’s not much Tony Morollo hasn’t done in his long career. The
linguist, physicist and long-term agency boss didn’t flee into his
well-earned retirement. His perceptive appraisements often help
put the finishing touches on projects and have earned him the role
of the POWERGROUP’s devil’s advocate.
The winters of the late forties and early fifties were the coldest
for decades. Germans who are old enough to remember
the Berlin blockade and the Rosinen bombers still shiver at
the thought of that mini ice-age. As fate would have it, the
blockade ended on my birthday, the day my Mother gave
me used copies of Webster’s Popular Illustrated Dictionary
and Bartlett’s Familiar Quotations. Both were 1938 editions,
as am I. Both of those books, in a certain sense, sealed my
fate. I formed the habit of making sure I knew the force of the
words I used by looking them up in a dictionary. Knowing
who used those words in an admirable form made my habit
all that more enjoyable.
Having nothing better to do during those long cold winter
evenings in the pre-television age, I read books and gave
perhaps overly frequent attention to my friends Webster and
Bartlett. Goethe said that ‘habits are man’s only pleasures’
(according to my friend Bartlett). He, dear Bartlett, also told
me that Confucius said “Without knowing the force of words,
it is impossible to know more.” I thus formed the pleasurable
habit of making sure I knew the force of the words I used
by making reference to friend Webster and the like. And
to Bartlett as well, who showed me how men much wiser
than I had used those words. “The chains of habit are too
weak to be felt until they are too strong to be broken” said
Samuel Johnson, a wordsmith after my own heart. Bosworth
told the anecdote about Johnson’s rebuttal to a woman who
criticised his poor personal hygiene. She said “Mr. Johnson,
you smell”. Johnson replied; “No Madam, I stink and you
smell of cheap perfume”.
My habit of talking about words and well-known usage
thereof, quotations, has often driven my family, friends and
business associates to distraction. I deeply apologise and
‘blame’ my Mother who told me that “the beginning of
wisdom is the definition of terms.” Later in life I discovered that
she found those words of wisdom, which are from Socrates,
in my copy of Bartlett. I had over-looked them. My Mother
is smarter than I.
I took my book-friends’ words to heart and set off on a
life-long journey during which my habit, determining the
importance and meanings of words, influenced my choice
of education; I studied philology; and my career path, which
always had to do with fine tuning of words.
We at the POWERGROUP do our utmost to ensure that
the words we choose for our clients' communications are
unmistakably clear and concise. We know that ‘words are
not simply made up of symbols, but are the shells which
enclose our thoughts’. (I think I ‘borrowed’ that from Herder;
I must look it up to be sure.) As the communications we
develop are often used in other languages, we take great
pains to assure that the words we use are translatable.
Knowing that the English word translate and the German
word übersetzen both mean ‘to bear across’ helps me, the
team’s only native-speaker of English, choose English words
which can be carried over into any other language. Our
clients pay for the words we choose. Knowing that the
condensed power of the words in a headline is worth 80%
of every advertising dollar/Euro spent, drives us to ensure
that those words are right in any language they may appear.
(I know that I borrowed that thought from David Ogilvy; I
don’t have to look it up.)
Let us not forget that the world’s three monotheistic religions
are based on words. The word Torah means ‘teaching words’.
According to the Koran, the first words Prophet Mohammed
received were “read the words”. The New Testament tells
us that “in the beginning was the word”. What’s in a word?
More than at what first meets the eye!
Panoria Poetis, Pullach
Panoria Poetis, creative artist and currently a pupil at the Günter-
Stöhr-Gymnasium, helps in the last-minute preparation of promotional
materials; such as when logos have to be pasted on 200 model cars
during a single weekend.
Wanderer, there is no path.
A path is made by walking.
Enrique Schumann, Caracas
The Venezuelan graphic-designer Enrique Schumann has been a
passionate cartoonist since childhood. After the demonstration of
his talents in making an animated film for the POWERGROUP’s
Christmas party, the Team promptly developed a new mission
for him: making cartoons for products and services which need
no hay c
se hace camin
o al andar...
Pericles Poetis, Munich
After having completed his Abitur and his first work experience in
Italy, Pericles Poetis has returned to the arms of his Alma Mater in
Munich. He’s striving toward a long stay abroad, preferably in
London. Pericles Poetis, an ambitious photographer, contributed a
large part of the pictures used in this book.
Laura Montero, Madrid
Laura Montero came to Munich from Madrid in 2013 in order to
broaden her perspective outside her tenure as an architect. The
ensuing period turned out to be the most diversified stage of her
career. Since early this year, Laura Montero has been in charge of
the POWERGROUP affiliate in Spain; POWERMADRID.
THE RED DOOR
And then I was there, finally, at the entrance of something
completely new for me.
Excited and nervous about what I would find after going
through that red door. It caught the eye when I got closer,
and as I decided to go by foot that day, so did the glances
from the people strolling by. Something behind that door
awoke my curiosity.
I thought the red colour of the door would symbolise a team
without fear: optimistic, ambitious, self-confident and even
powerful. When entering the door that had opened for me
in Spain a few months before, I found not only a team; I
found a family and good friends as well.
I was right: the red colour reflected what I thought I’d find
behind the door. And there I was, ready to start a professional
challenge completely new to me. I soon identified myself
with the colour red. Although it was hard at first, something
propelled me through that door every morning of the 180
days that I would be there.
New challenges, a new language, new customs and even
laughter (sometimes tears as well) accompanied me from
morning to night in those days between October and March.
But at the end, it was something Red like the door, something
that has made me strong, ambitious and confident in myself.
Thanks colour red. Thanks for that open door and for finding
you. I will always have you in my heart.
Murad Mehmood, Chillianwala
The adage which says no two people are more than six degrees
apart certainly applies to the lawyer Murad Mehmood. His multibranch
Pakistani family can provide, if needed, contact with the
country’s richest person or the best source of mangos.
”He has created an earth of varied hues, most
surely there is a sign in this for a people who
Quran, The Bee 16:13
WITH OPEN EYES
How could the ideologies of National Socialism cloud the
minds of most Germans so successfully? And how did the
many others who despised the Nazi regime but who did
not dare to show any open resistance cope with the new
While I was cleaning up the archives in my Munich school,
the Max-Josef-Stift Gymnasium, I found answers to these
questions, which in turn raised new questions. From historical
documents, interviews with witnesses of the time and a
volume of Third Reich laws, I gained insights which made
much clear to me. And the book was born.
The role of women in National Socialism in particular was
discussed. It led up to a fictional story which was designed
to usher readers deeper into the subject.
When the Nazis came to power, this changed the life of
the pupils in the Max-Josef-Stift Gymnasium. Aurora and
Erika experienced some restructuring of the school before
being released into the changing adult world. Marita,
Linda, Anneliese and Theresa experienced how the school
adapted, how teachers were dismissed for ideological
reasons and how Jewish students were bullied out of the
school. When the war began, the girls, through their
environment, see the soldiers‘ daily life, but also that of the
persecuted. How should they behave? Should they submit
to the ideology of National Socialism, become tools of it, or
call for resistance to it?
Based on real events, the girls‘ stories are experienced in the
here and now. Each girl has a different starting point, and
each girl must select the right way for herself.
It is always around us, and continues to shape our ideas of
morality and ethics. We cannot forget it, if only because it
is reflected in our language. However, while working on the
book, I noticed that we are masters in overlooking it.
What can on no account make history boring is the people
behind it. Behind every fact, behind the tiniest process,
ultimately there is a human being with feelings, a perception,
a belief. And this is what continues to affect the people of
today most strongly. The book “Offenen Auges (With Open
Eyes)” should show the stories behind history – the emotions,
the perception, the life.
Since its release in December 2013, the book indeed
opened my eyes in a whole new way. Thanks to readings
and book presentations, I have been able to meet a large
number of interested readers, curious students and inspiring
people just within the last six months. And that’s why I’m pretty
sure that I want to continue working in this direction. I am
very interested in other cultures and politics; I study history
and archaeology, and at the moment I already have ideas
for a new book. The field of journalism also appeals to me
immensely, and I think it would suit me well. One cannot say
exactly what the future will bring – maybe I will orient myself
quite differently. But my love for language, communication
and interaction with other people will hardly dissolve into
Also, there are so many stories in the world – and I believe
that most of them are just waiting to be told.
The book is intended to stimulate the reader to look at his
environment more closely. Where do I really live? What
was the past like in this location? For me, the main question
became: can history be boring? Especially when it comes to
a subject like the 1933-1945 period, which is really covered
in detail at the school. The answer is clear: It can’t be boring.
Penelope Poetis, Milan
Penelope Poetis happily plunges into doing research for the
POWERGROUP. This has little to do with her collegiate historical
studies or her budding career as a writer but rather with sound
market and competitor observation.
A journey of a thousand miles begins with a single step.
Tianxiang Lu, Beijing
The information scientist Tianxiang Lu didn’t expect that knowledge
gained as a book-keeper early in his career would find a use at the
POWERGROUP. A specialist for market and potential analyses, he
also widens his colleagues horizons with anecdotes and wisdom
I packed my bags – with dreams and hope
Step by step – I’m leaving home
I’m headed West – where the ocean’s blue
Searching myself, I got an open view
The road I took is paved with trust
Even if I fall I’ll be brave enough
The sun is shining and melting my doubts
Amazing friends they’re helping me out
Whatever you can dream, you can do
Big City, Bright Lights; this freedom is new
Destiny is destination
Every step means elevation
Keep running fast
No time for gasp
Your vision’s clear
You’ll find your path
I found things I wasn’t looking for
Bitter crumbs in every cookie jar
I’m testing my limits living in here
I won’t change for an image, my vision is clear
Heaven and Hell – are pretty close
City of Angels and City of Ghosts
Singing for you, is the greatest choice
If they say I won’t make it, I will raise my voice
Whatever you can dream, you can do
Big City, Bright Lights; this freedom is new
Destiny is destination
Every step means elevation
Music and singing are important factors in my life. I have
been performing on stage since a very young age, and
no locations have been too weird for me to sing at.
After my Master’s degree in March 2014, I planned to
work on my singing career, but learned very quickly that
I wanted to write my own songs to express my ideas.
Earlier in my university studies, I started to find and understand
the correlations between music, the society
and politics during all the different years and centuries.
From the musical side, I want to pursue this trend of mirroring
the time I live in without losing the roots and ideas
I learned from the master craftsman in the past. Therefore,
I combine classical music techniques and styles
with modern musical approach and beats of today’s
But what content did I want to issue in my songs? My
very first song “Keep running” shows this development
of my thoughts. Firstly, I was rather driven by an egoistic
approach looking for success and acknowledgment in
my singing in another country. But during my time on
the West Coast I found the vision, that my music should
have a purpose and cause. I want my music to be socially
beneficial. I am showing what music makes me
think, how it makes me see the world and how it gives
me the strength to follow ideas. I plan to positively point
out events and happenings of our society and politics
and discuss the prosperous projects of today’s people,
who work and care for other people and a better
place. I want to use my medium and my voice to tell
their stories and support their cause, first of all by making
their stories heard and second of all by including
them in future success. My major goal is that my music
is not only nice to listen to but actually benefits other
people. I will “keep running”.
Keep running fast
No time for gasp
Your vision’s clear
You’ll find your path
I’m on my own – I left my comfort zone
There’s no feeling such as coming home
Time for decisions – Keep going! Keep going!
Philomena Poetis, Los Angeles
Philomena Poetis, who completed her music and American studies
degree in 2014, learned the vagaries of the American copyright
laws during music composition in Los Angeles. Her research into
such matters helps in developing concepts for POWERMEDIA.
Ines Rößler, on the road
During her trip to Japan in the spring of 2014, the country and its
energy sector were still to a large measure deeply marked by the
Fukushima nuclear catastrophe. As an economist, Ines Rößler has
since then been engaged in evaluating the investment potential in
renewable energy and strategic concepts for the realisation of its
IM . PULSE
And when the storm roars screeching through the forest, When giant fir tree plunges, sweeping down And crushing neighbouring branches, neighbouring trunks, And
at its fall the hills, dull, hollow, thunder: Then leadest thou me to the cavern safe, Show‘st me myself, and my own heart becomes Aware of deep mysterious miracles. Johann Wolfgang von Goethe, Faust I, Forest and Cavern
I foresaw a quotation for this space. However,
based on the highly subjective grounds that I
write well, I was asked to compose my own
Why do we use quotes instead of finding our
Very often we find that our own thoughts were
aptly formulated by someone else, perhaps
more appropriately than we ourselves can do.
I was never asked to sketch something when I
already had a picture which best illustrated my
Perhaps we attempt to hide behind the words
of others the imprecision of how our inner voice
reflects the way we perceive the world. Perhaps
we’re poor observers and don’t want to be
exposed as such by our own words.
The book which you hold in your
hands contains an unusually large
amount of quotations and folk wisdom.
These entries convey experiences,
feelings and perceptions
from time past, from other countries
and unfamiliar ideologies.
One of the two quotes I had originally
planned to use would fit
the bill for this page. It comes from
a particularly moving passage in
Goethe’s Faust; the forest and cavern
scene. The setting offers Faust
a short-term safe haven, and via
an ingenious change of perspective,
the reader or audience member
a look at what’s imminent.
Many of us find that the experience of vastness,
be it the view of the seemingly endless ocean,
the view of an endless horizon from a mountainpeak
or the freedom to travel, is the basic prerequisite
of being able to set loose our creative
impulses. When external circumstances pose
barriers, we nevertheless find freedom in our
own thoughts and memories, or perhaps in art,
literature or music.
And in the sanctuary of our thoughts, we find a
source of inspiration that gives us the strength to
rise to new beginnings.
The quote from Henry Miller that I’d thought of
using instead of this contribution closes with these
words: “Every moment is a golden one for
him who has the vision to recognize it as such”.
Magdalena Avril, Munich
Magdalena Avril, who studied design, is a long-standing
POWERGROUP Team member and over time has become the
right hand of creative chief Patricia Poetis. When words no longer
help, Magdalena transforms concepts into images and in doing so
often eliminates difficulties in understanding things.
Ferdinand Storek, Munich
‘No worries’, perhaps the most commonly used Australian idiom,
has an effect on anyone who’s lived in Australia for a long time.
Such is the case with Ferdinand Storek, MA in International Business
from Griffith University in Brisbane. In the POWERGROUP, his levelheaded
manner in masterly carrying out complex tasks and his
regular “no worries” helps in creating a good mood amongst the
Britta Leibeling, Munich
What would a 21st century company be without an employee
who’s mastered Excel? Britta Leibeling is the POWERGROUP’s uncrowned
queen of Excel. As assistant to our senior executives, she
brings the imponderables of a creative team in harmony with the
demands of book-keeping.
Pictures hung in upside-down position,
upper hand reversed with lower hand,
may find unexpected recognition,
for they are transposed to fairyland.
Publisher: POWERGROUP GmbH
Copyright: Dr. Pantelis Christian Poetis, CEO of POWERGROUP GmbH, is the originator of all works of applied art
(graphical elements/layout) and written composition (text) used in conjunction with all projects outlined in this publication.
Design Concept: Patricia Poetis
Editor-in-Chief: Ines Rößler
Art Director: Magdalena Avril
Columnists: Tony Morollo, Laura Montero, Philomena Poetis, Penelope Poetis
Contributors: Tianxiang Lu, Ferdinand Storek, Murad Mehmood, Britta Leibeling, Panoria Poetis
Copy Editor: Tony Morollo
Illustrator: Enrique Schumann
Photography Editor: Pericles Poetis
Prof. Bernd Albers (pp. 84-85), Beiersdorf AG (p. 133), Berliner Tafel e.V. (pp. 160-161), Hans Buttermilch (pp. 130-131
(photography)), Daimler AG (pp. 68-69), Michael Danner (p. 115), Fotosearch (p. 102), Stephanie Girard (pp. 50-51),
Gerrit Hahn (p. 106), Hartmann AG (pp. 125, 133), Stefan Heide (pp. 24-25, 166-167), IFCO (pp. 160-161), iStockphoto
(p. 126), Egbert Krupp (p. 47), Daniel Leal-Olivas (pp. 160-161), Harry Mentzel (pp. 5, 64-67), Motorsport XL (pp. 140-
141), Laura Oldfield Ford (p. 156), Panoria Poetis (pp. 36-37), Pericles Poetis (pp. 5, 17, 40-41, 73, 138), POWERGROUP
(pp. 2, 5, 6-15, 17-23, 26-27, 33-34, 38-39, 42, 48-49, 52, 60-61, 70, 80, 82, 88, 90-91, 103, 105 (collage), 108-109,
116, 129, 160-161), Ghulam Rasul (pp. 44, 74), Rabia Rasul (p. 45), Claus Schunk (pp. 98-99, 160-161), Spearhead
Research (pp. 76-77), Ferdinand Storek (pp. 56-57), Rai Sumendra (pp. 54-55), Antje Tesche-Mentzen (pp. 28-31), The
DAN Blog (pp. 164-165), Hannes Tscharner (pp. 58-59), VectorStock (pp. 5, 153)
Translation: IF-Localization GmbH, Leipziger Straße 16, 82008 Unterhaching
Print: Weber Offset GmbH, Ehrenbreitsteiner Straße 42, 80993 München
Despite thorough research and the use of reliable sources, we cannot accept responsibility or liability for the completeness
or accuracy of this publication‘s contents.
All rights reserved.
Use of the copyrighted publication or of any of the contributions and illustrations it contains, in particular through duplication
or dissemination, is not permitted without prior consent in writing from the publisher and shall lead to prosecution unless such
is excluded by copyright laws.
In particular, storage or processing in data systems is not permitted without prior consent.
Letters to the Editor: email@example.com
POWERGROUP GmbH . Habenschadenstraße 13 . 82049 Pullach . www.power-group.net . Tel +49 89 759 00 50
INNOVATION MANAGEMENT &
INNOVATION MANAGEMENT &
How can interfaces between different circles of an economic
system be bridged without incurring information losses, and
how can an economic system use its own innovation potential
more effectively through structuring of the communication
These are questions which we answer for each of our clients
specifically. To this end, we develop solutions in strategic,
organisational, but also technical domains, in order to optimise
the information flow processes of an economic system.
A trend is nothing more than a movement for change or a
transformation process. Trends can be found in all areas of
life – from economy to politics up to the consumer world – at
all levels: They may be mere surface phenomena or deep,
The term “trend” in business, brand or topic positioning does
not (just) describe a short-term hype as in seasonal fashion
trends, but long-term profound changes and transformations in
society which affect people‘s needs and expectations.
We distinguish between long-wave megatrends whose
development progresses over decades, and short-wave
movements which fade away after weeks, months or a few
Megatrends are long-term developments which affect all
domains of society and economy. For this reason, they also form
one of the foundations for the analysis by POWERGROUP.
The term “megatrends“ can be traced back to the founder of
modern future research, John Naisbitt, who wrote the world
bestseller with the same title in the year 1980.
Three conditions must be met before a megatrend is
Megatrends have a half-life of at least 25-30 years.
They must extend into all possible aspects of life
and effect changes therein (not just with regard to
consumption, but also politics, economy, and so on).
In principal, megatrends have a global character, even
if they are not equally strong everywhere at once.
From megatrends we can deduct subordinate and
tangible key themes. It is these that provide central focus
points for public debate and that move people.
The following five main themes are the most important
reference points for the presentation and discussion of
individual events, contexts and issues, and characterise
the next decade:
• Community & Lifestyle
• Environment & Energy
• Health & Well-Being
• Mobility & Infrastructure
• Education & Knowledge
After a thorough analysis of the determining factors
for brand and marketing, POWERGROUP, in close
collaboration with architects in Berlin, developed a
comprehensive basic idea for the Tempelhof site, giving
consideration to the future trends and urban context for
both the overall concept and an integrated science park
as an interface between science and business.
At the beginning of the conceptual design, the social
basic trends and developments that were significant for
the further usage of Tempelhof were evaluated using
trend screening. A second analysis structured the existing
expectations. Together with the key themes and the
existing science parks in the Greater Berlin area, these
formed the framework conditions for finding a solution.
In experts panels, the Tempelhof brand, its roots and
competencies were investigated and then this description
of the actual state was used, under consideration of the
framework conditions, to define the brand to be. Existing
concepts and sub-concepts were compared with this
brand. The final overall concept combines the underlying
conditions, basic concepts and brand attributes in a
MAN AT THE CENTRE OF THE FUTURE.
Just like a magnifying glass, man as the common
denominator bundles together all the topics treated in
the science park at the focal point. The magnifying glass
makes clearer the development of domains and topics
treated in the science park (building) on the open grounds.
Vice versa, the challenges of urban life of the open
grounds are reflected in the range of science topics. The
grounds and buildings serve as the showcase for science
in Berlin and thus as a magnifying glass for tomorrow‘s
In 2008, the Berlin Senate Department for Urban
Development presented the urban development project
Tempelhofer Freiheit as a concept for further usage of the
airport area after the Tempelhof referendum confirmed
the end of flight operations. Since the central terminal
building was temporarily assigned to the bi-annual Bread
& Butter Fashion Fair, however, the object was blocked
for other activities or even long-term events. In May
2014, the Berlin citizens voted by referendum for the
preservation of the almost 355 hectares of open space
of the former airport.
For POWERGROUP, the identification of opportunities
is possible not only through a general market and
trend analysis, e.g. with trend screening and POWER
seismograph, but also in particular through the detailed
insights obtained from the (industry) projects of
POWERGROUP customers as well as partners affiliated
with POWERGROUP in the domains of politics, economy
To determine growth potential, the POWERGROUP
strategy team first performs an evaluation of the company‘s
actual situation, taking into close consideration the
findings gained from opportunities identified in the market
analysis. The megatrends of this world – long-term and
comprehensive transformational processes – are included
in this analysis as effective powerful influences which
characterise the markets of the future.
Deducting from the megatrends of globalisation and
urbanisation, the development of metropolises and its
consequences were considered in this context. In 1950,
the world‘s only megalopolises – urban agglomerations
with over 10 million residents - were New York and Tokyo.
Today there are 23 megalopolises. The United Nations
estimates that there will be nine new mega-cities in Asia
by 2025. Except for eight of the 32 megalopolises,
all of these cities will be located in emerging markets.
The quality of life for millions will be determined by the
quality of their cities. The fact that as a consequence,
the energy demand in urban areas will rise exponentially
could be quantitatively proven with a growing need for
large-scale energy plants; and with it, among other things,
appropriate recommendations for the logistics sector
could be deduced.
With the planning of the NATO withdrawal from Afghanistan,
the POWERGROUP strategy team performed a geostrategic
evaluation of the potential transport routes. The analysis was
to aid the decision-makers with NATO and its partners and
to provide contracts to logistics companies.
A large number of different routes is possible in principle,
but various restrictions reduce these routes to a smaller and
manageable number. As an example, transportation through
or via Iran or China is no option for NATO/ISAF.
NATO distinguishes three main routes: Northern (Northern
Line of Communication, NLOC), Central (Central Line of
Communication, CLOC) and Southern (Southern Line of
During the analysis, the Southern route was found to be the
most cost-effective option. The harbours of Port of Karachi
and Port Qasim (both located in Karachi, Pakistan) have
been defined as NATO destinations for transportation along
the Southern route and for further transport by sea. The
harbour of Gwadar Port in South-West Pakistan has been
defined as a third option.
When the Southern route is selected, the only transit country
is Pakistan. To carry out the redeployments, POWERGROUP
identified local partners who could ensure a safe
implementation of the container logistics.
TROOPS AT THE AFGHAN-PAKISTAN BORDER
ISAF COALITION + ANA
FORCE LEVEL: ca. 230,000
FORCE LEVEL: ca. 150,000
Since early 2007 at least, there has been much talk about the
environment, climate change, energy and its efficient, responsible use.
It’s a range of topics which many business companies have adopted
as a pure trend topic. We analyse these topics for our customers from
an industry or company-specific viewpoint, find new ways for them
to handle these issues and develop concepts for a serious discussion
of these challenges. The objective is the development of a unique
and sustainable plan for the companies and locations that we serve.
The main actors in the context of the global energy challenge
are science, business and politics: Only with a concrete,
knowledge-based and future-oriented collaboration of
science, business and politics is it possible to find holistic,
innovative solutions to meet the current challenges in
the energy sector. Collaborative, interdisciplinary and
international interaction will be bundled into successful
strategies by these three actors.
ENERGY IS AN INTERDISCIPLINARY TASK
The 600 Million Euro project European Energy Forum –
EUREF – is the forum which, for the first time, unites science,
business and politics in terms of space, but especially in
terms of content.
In August 2009, the topping-out ceremony for the
modification of the 78-metre high gasometer, completed in
1910, was celebrated. It is expected to be the symbol of the
first zero-emission office district in Europe – with the EUREF
institute as the first private energy college in the world. The
European Institute for Energy Studies as a scientific basis
offers the three core stakeholders – science, business and
politics - the opportunity of a pioneering role in one of the
most important main themes of the present and the future.
Since the 2012/13 winter semester, TU Berlin has
been offering the following four interdisciplinary master‘s
programmes around the theme “City and Energy” on the
new TU campus EUREF at the Berlin-Schöneberg gasometer:
• Energy-efficient construction and operation of buildings
• Energy-efficient urban traffic systems
• Communal infrastructure management
• Energy management
The master programme is focussed on the challenges which
emerge during the modification of our energy system and
encompasses the ecological and economical dimension
as well as the technical one. Sustainability issues should
be treated on a cross-faculty level, just like innovation and
Another feature of the “City and Energy” master‘s programme
is the practical relevance of the training, for the whole EUREF
campus is a unique testing platform for the development of
the energy-efficient model city of tomorrow. Master’s degree
students are directly involved in the development, testing and
implementation of innovative concepts and ideas in this reallife
Model of the European Energy Forum EUREF, Berlin
E.ON set itself the goal to become the top brand among
international energy providers.
Only a short time after the launch of the brand, E.ON
achieved excellent recognition values. However, the
successful brand launch resulted in an atypical brand
situation: The brand did not arise from the market success
of its products. The E.ON brand was originally a brand
without promise, lacking as it did, an emotionally charged
The POWERGROUP business designers started by
conducting extensive brand and consumer studies to
determine its position in the market. They positioned
the E.ON brand as an umbrella brand and determined
the brand communication strategy of the company and
product brands within the brand conglomerate. The next
step was a counselling session with regard to the target
group and price range, as well as an evaluation of the
communication strategy, for the purpose of supporting the
brand introduction of the new product E wie einfach (E as
When faced with the task of developing a new B2C product
portfolio strategy and a marketing strategy for promoting
the growth of electrical power products with a high profit
margin, the POWERGROUP strategy group designed new
strategies for existing electrical power products and new
products with additional benefits for customers.
The three resulting product positioning features – “E.ON
BASIC, PURE and SURE” served as balancing arguments
and strategic guides in product developments and the
repositioning of existing E.ON products in the energy
companies category. All products were combined with
various incentives such as loyalty programmes or special
Following the results of the designed product matrix, E.ON
reduced the number of its electricity products for end
consumers and introduced the products E.ON Basis Power
and E.ON Aqua Power, developed by POWERGROUP,
into the market.
CHANGE NEEDS ENERGY
The E.ON business strategy anticipates dynamic global
Large does not necessarily have to be accompanied with a
negative assessment; rather, it serves as a starting point for a
It is only thanks to the size of the business that E.ON has
the power, energy and endurance to make world-shaking
If power and energy are used purposefully, they can cause
movement and change. An ethical and moral commitment
is the emotional added-value of the brand. With an eye on
existing social core beliefs, E.ON uses power and energy to
take responsibility for the future by virtue of its significance.
E.ON moves towards people to actively shape the future
with them together.
The key theme “change needs energy” is active, dynamic,
encouraging, changing and aimed at improvement. The
deliberate association with ideological, political and
religious movements suggests a positive direction of change:
all for one purpose. E.ON has formed a coalition with
society for a good cause.
The key theme is an encouragement and plea at the same
time: the chance to shape the future together and the ethical
obligation to participate and to act.
ALWAYS A WARM WELCOME
E.ON is energy. And energy is heat.
On a visual level, this relationship manifests itself in the warm
In terms of colour psychology, red is connected with warmth
and security, among other things.
E.ON ensures the basic needs of people:
Light and heat in the most trusty environment – at one’s place
of work, with friends and especially at home. “Welcome” as
an expression of hospitality represents a deeply humanistic
mind-set and implies a promise of security, relaxation and
A consumer and customer-friendly self-understanding as a
central model harmonises with the inner values and the tasks
Welcome to the world of E.ON!
The key theme “always a warm welcome” expresses longterm
safety and support by a strong and responsible partner.
It conveys security, esteem and the feeling that one is not
The theme represents an active focus on consumer
convenience and service by the company.
change needs energy
In times of crisis, the stronger win. Along with the corporate
size, territory, sales efforts and product portfolio, the brand
itself takes on an even more important role: a strong brand
strengthens customer loyalty and provides an advantage
in terms of credibility, which in turn helps in winning new
customers. Times of crisis are the times of brands, as
strong brands enjoy customer loyalty. A clear and unique
positioning differentiates the brand from its competitors and
helps in securing and expanding market share.
Strategic brand management provides different ways to
influence the decisions of (potential) customers. Accelerators
are mainly located in the determinants WANT and CAN. The
customers’ knowledge can be increased through targeted
information management and communication policy. An
adequate price policy supports opening up resources and
funds. However, the most important starting point for brand
management is the WANT and thus the decision maker’s
needs, expectations and prospect for success.
According to the differentiation potentials which were
identified for IFCO, it was necessary to charge the brand
with content and emotion as well as account for particular
opportunities lying within the application and development
of products. The brand already had the prerequisites for its
charging with content and emotion. Reconciling with the
brand’s target state showed that not a redefinition of the
brand was required, but rather a well-directed emphasis on
the brand’s core attributes.
After having re-defined IFCO’s entrepreneurial vision and
mission, it was agreed to base the logistics provider’s
communication on the four pillars Solutions, Business,
Environment and People. In the process of developing IFCO
towards an even more emotional and dynamic brand,
POWERGROUP created the slogan and key visual IFCO
MOVES, which are used for IFCO’s product campaigns
DEVELOPMENT & MARKETING
DEVELOPMENT & MARKETING
In our consulting activities for various international localities
we determine expansion opportunities, with special
consideration for the respective country-specific situation.
We use our expertise in the respective areas to the benefit
of all involved key players in the decision-making triangle
of business, science and politics. Our goal is to design a
complementary positioning and brand concept based on a
holistic view of the location.
BERLIN SCIENCES 2015
The aim of the “Berlin Wissenschaft 2015” (Berlin Sciences
2015) project was an efficient marketing strategy for
the scientific region of Berlin-Brandenburg. The project,
accompanied by POWERGROUP, provides scientific
institutions in the region with a common communication
platform and serves to strengthen the interconnectedness of
the actors and to position the city as a place of science and
innovation on a national and international level.
The universities of Berlin are at the focus of the “Berlin
Sciences“ brand to be established: As part of the brand
building process, the then university presidents Prof. Dr.
Dieter Lenzen (Free University of Berlin), Prof. Dr. Hans Jürgen
Prömel (Humboldt-University of Berlin) and Prof. Dr. Kurt
Kutzler (Berlin Technical University) agreed in a declaration
of intent on actively supporting the “Berlin Sciences” brand
to be established, and on a closer collaboration of science
At the centre of the initial project phase of “Berlin Sciences
2015” was the analysis of the strengths and weaknesses of
the Berlin science hub. In order to identify these accurately
and to illustrate perspectives for the future, around 40
decision-makers from the sectors of science, business and
politics of the region were interviewed.
The results led to concrete recommendations for the further
marketing process of the science region and were published
in the study “Berlin Sciences 2015 (Part 1): Inventory of the
Strengths and Weaknesses of the Berlin science hub”.
Many of the respondents believed that science, business
and politics in Berlin had not yet sufficiently grown together.
Individual strength factors stood for themselves and thus
could not achieve synergetic effects.
“Berlin and Charité as a scientific centre of modern Europe –
that’s an idea I really like.”
Prof. Dr. Detlev Ganten, Charité – Berlin University of Medicine
“Berlin needs vision, not nostalgia.”
Prof. Dr. Dieter Lenzen, Free University of Berlin
“All too often, the self-sufficiency of science has become one of the main reasons
for insufficient networking with the business sector.”
Volkmar Strauch, former State Secretary for Economic Affairs, Senate Department for Economics, Labour
“This shall be our motto: create jobs from knowledge.”
Prof. Dr. Klaus Brake, author of „Die BerlinStudie - Strategien für die Stadt“ (The Berlin Study – Strategies
for the City)
“Berlin is like a cappuccino: On the top there is a lot of foam which has not
blended with the coffee. Berlin is the same: The politicians, diplomats, trade associations
and recent arrivals are far from connected with science and Berliners
Klaus Kubbetat, Commerzbank AG
Prof. Dr. Paul Achleitner
Dr. Josef Ackermann
Deutsche Bank AG
Dr. Wulf H. Bernotat
Dr. Rolf-Ernst Breuer
Deutsche Bank AG
“Germany can do it –
Dr. Ulrich Möllers
Bode Chemie/Beiersdorf AG
Axel Springer AG
Prof. Dr. Heinrich von Pierer
Tchibo Holding AG
Dr. Gerhad Cromme
Dr. Hubertus Erlen
Prof. Dr. Ulrich Lehner
Berlin does it better“
Dr. Werner Müller
Prof. Dr. Robert Schmucker
Hubert Graf von Treuberg
Ernst & Young AG
Alexander von Witzleben
BRAND MAP ©
Semiometry is an approach for determining the specific
value profiles of brands, products and target groups as well
as the reflection of the image of a brand or a product range
through the value profiles of certain groups.
The basics of the semiometric approach in the model
developed by Jean-François Steiner in the 1980s go back
to the theory of semiotics.
Conducted by a panel of experts, the symbiotic analysis
evaluates relevant institutions and/or brands. The semiotic
analysis is impartial. It involves no subjective and preferential
judgements, focussing instead on the decoding of the
brand’s characteristics as seen in the market place.
Semiometry, which has been further developed by the
POWERGROUP and extended to marketing and sales, is
based on the assumption that value concepts and specific
attitudes of people can be mapped and measured through
the assessment of terms.
The results of the semiotic analysis are thereby located
in a semiometric space. The space spans over two polar
dimensions which represent the basic dimensions of human
motives that structure our perception of the world.
fast, pulsating, creative, boundless, tolerant, exciting, optimistic, unique, magnetic,
extroverted, inquisitive, international, challenging, supporting, electrifying, dynamic,
chaotic, dirty, broken, irresponsible, in a muddle.
CREATIVE – LIVELY – BOUNDLESS
BERLIN – DAS MAGAZIN AUS DER HAUPTSTADT (THE
MAGAZINE FROM THE CAPITAL), which was jointly
issued by the Berlin Partner GmbH, the agency jetzt:netz
Magazin Verlagsgesellschaft Süddeutsche Zeitung mbH
and POWERGROUP, was one of the first measures which
was developed in the framework of the “Berlin Sciences
2015” project. The magazine provided information on
future-oriented topics and the potential of the capitol. Each
issue highlighted a topic important for the city and provided
with the journalism of popular science the content and
results of in-depth interviews performed by POWERGROUP
for marketing Berlin as a business site. Interviews were
conducted with Berlin-based personalities in science,
business and politics.
The issues with a focus on science and design appeared
in an edition of 1.2 million copies and were included in the
following major national daily newspapers: Süddeutsche
Zeitung, Frankfurter Allgemeine Zeitung, Tagesspiegel and
Handelsblatt. BERLIN Magazin was financed exclusively by
At the focus of the brand symposium “Berlin Sciences” was
the development of a common brand for the science location
of Berlin with which its capabilities were to be bundled and
strengthened. Around 40 leading representatives from research
and educational institutes in Berlin and Brandenburg as well as
from politics participated in the event. They discussed improved
marketing opportunities for the Berlin science hub and concrete
models for the structure of the “Berlin Sciences” brand. Strategic
recommendations for the formation of a “Berlin Sciences” brand
were derived from the results of the symposium. The study also
formed the basis for a creative contest opened to students of the
universities of Berlin and Brandenburg for the visualisation and
application of the common brand known as “Berlin Sciences”.
Only the common brand can combine excellence and
communicate on a level of general perception. Communication
on a broad basis, increasing awareness of the science hub and
quality attribution from the outside form the basis for a higher
level of recognition of science by business and an opportunity
for expansion of the demand for scientific services from Berlin.
Participants at the symposium, led by members of Berlin Partner
and POWERGROUP, represented Berlin‘s science, business
and political communities; they included, among others,
Universität der Künste Berlin, Technische Universität Berlin,
Charité Universitätsmedizin Berlin, Fachhochschule für
Technik und Wirtschaft Berlin, OTA Hochschule, Technische
Fachhochschule Berlin, Urania Berlin, Berlin-Brandenburgische
Akademie der Wissenschaften, Max-Delbrück-Centrum
für Molekulare Medizin, Evangelische Hochschule Berlin,
Fachhochschule für Wirtschaft Berlin, Humboldt-Universität
Berlin, Freie Universität Berlin, BioTOP Berlin, IBB Investitionsbank
Berlin, IHK Berlin, WISTA-Management, IGAFA
Initiativgemeinschaft Außeruniversitärer Forschungseinrichtungen
in Adlershof, CDU faction, SPD faction, Senate Department for
Science, Research and Culture, Senate Department for Trade,
Labour and Women.
As part of the “Berlin Sciences 2015” brand building
process, the first step towards a visual composition of the
common Berlin science brand was a students‘ creativity
competition. With this, the contents of the first series of
interviews and the brand symposium were adopted and
64 designs from students all over Germany were submitted
and evaluated by a panel of senior representatives from the
business, science and design sectors. The winning designs
provided the impetus for second-phase work done by a
team formed of laureates, jury members and brand experts
under the direction of POWERGROUP, in order to complete
the logo design.
DESIGN PANEL MEMBERS
Prof. Werner Aisslinger, Studio Aisslinger
Marcus Botsch, Büro Botsch
Dr. Silke Claus, Internationales Design Zentrum
Tim Edler, Realities United
Thomas Ingenlath, Volkswagen Design Centre
Mateo Kries, Vitra Design Museum
Prof. Nils Krüger, büro+staubach
Patricia Poetis, POWERGROUP
Stefan Rothert, Design Union
Michael Sailstorfer, Artist
Thomas Willemeit, Graft
Ursula Wünsch, Designer
MIMETIC MODULATION ©
The new logo for the science brand “Berlin Sciences” is
characterised by a 3D ring shape; its colour can be adapted
to the guidelines of the respective institution.
The open ring form represents diversity and development
as well as boundlessness and interdisciplinarity; it touches
on integration ideas and symbolises expansion options,
despite the closed nature of the system, and as such meets
the requirements of a logo as a seal of quality.
The mimetic modulation © of the logo in the form of adaptation
of the colour to the respective participating academic
institution a) is an innovative and unique solution for a brand
used by many partners and b) demonstrates both diversity
and willingness for change, movement and communication.
Mimetic modulation © indicates the characteristic of the
“Berlin Sciences” logo to actively correspond visually with
a partner logo by taking up and reflecting its central colour
theme. Here we see a visual manifestation of the principle of
individual brands of scientific institutions which collaborate
under the mantle of the common brand, and retain their own
identity and thus are reinforced by the science brand.
ambitious, dynamic, targeted
colours adaption to suit partners
Character of a quality seal
three dimensional ring-form
open on two sides
determined and yet
borderless and prepared for interchange
open to change and expansion
With BERLIN SCIENCES, Berlin Partner GmbH established a brand for the
Berlin scientific community which represents the combined potential of the
scientific location and forms the first contact point for business. The Internet portal
www.berlin-sciences.com serves as a communication platform with the BERLIN
SCIENCES Navigator which contains the most important information on scientific
institutions in Berlin.
Medicine and health is a domain of science marked by discussion
of “patients as customers” and “hospitals as brands”. We develop
brand, marketing and communication concepts for our customers
which take into account the scientific bases, sensitive areas and legal
guidelines. The objective is the development of concepts while taking
the medical focal point – the person – into consideration.
LOGISTICS OF KNOWLEDGE ©
THE RIGHT INFORMATION
AT THE RIGHT TIME
AT THE RIGHT PLACE
IN THE RIGHT QUALITY
FOR THE RIGHT APPLICATION
LOGISTICS OF KNOWLEDGE ©
Logistics in the traditional sense comprises all steps of the
physical bridging of time and space for goods and/or
persons: planning, organisation, monitoring, handling and
control. Risks are all interfaces which disrupt the flow and can
upset the logistics chain. Seamless bridging of the “knowledge
logistics interfaces” therefore requires, in addition to the “goods
logistics”, a logistics operation which in particular focuses on
people in general, their handling of information and acting:
LOGISTICS OF KNOWLEDGE ©
Logistics of Knowledge © focuses on the knowledge user himself
and on actions where knowledge of economics matters.
The following aspects are in the foreground:
• The systematic identification and description of usage
• The user-oriented communication and transfer of
• The definition and review of channels and correspondents
of the communication of knowledge
• Action results as feedback: the evaluation and critical
examination of the knowledge users with the knowledge
• The continuous optimisation of the knowledge (learning
system, benchmarking, fine-tuning, etc.)
• The inclusion of emotional factors to prevent friction losses
during the mediation of rational knowledge.
Hospitals are places of medical care, of science, or nursing
and rehabilitation, of education, of supply and disposal, as
well as places of business.
Physicians, medical and nursing staff, administrative
employees and patients apply specific knowledge in various
When it comes to the context of “Administration / Purchasing”,
much biochemical and usage information is not germane;
but information on cost-saving potential over short exposure
times, on the other hand, is relevant.
For physicians, nurses and cleaning staff, the instructions
must be available in a simple and self-explanatory manner,
because, during the workflow, there isn’t enough time for
elaborate studies of a product description.
PACKAGING DESIGN: ALL COMMUNICATION
BEGINS WITH THE PRODUCT
Refocussing on the originator’s brand: The close proximity
to the brand name of the product means that the originator
is moved into focus and upgraded. The name of the
manufacturing company is explicitly named in the footer.
The product claim is emphasised by placement below the
brand name, colour coding and a central icon.
The product name is located centrally underneath the icon
and has relatively greater weight compared with the product
brand name, in order to prevent confusion.
Each category is assigned an icon which indicates the scope
of usage of the product. In some cases, products are suitable
for several areas of application (hands and skin / body).
The BODE products were integrated in the existing
HARTMANN product catalogue and they complement the
product spectrum for hospitals, doctors and nursing homes.
This raised the question of whether or not – and if yes, how –
BODE should continue to be positioned as a manufacturer’s
The BODE SCIENCE CENTER, devoted to science, was
founded as a result of the strategic consultation provided by
POWERGROUP – its creative and communicative approach
was also accompanied by the designers of POWERGROUP.
The establishment of the BODE SCIENCE CENTER as a
neutral information and customer-specific consulting source
could contribute to increasing the HARTMANN Group’s
sales when appropriately considered in the sales strategy.
“For us, the acquisition of Bode is a strategically important step which supports
our focussed growth strategy enormously. This offers new opportunities for us
to expand our offers in the domain of disinfection. Bode enjoys a very good
reputation in the market. The synergy effects are thus obvious.”
Dr. Rinaldo Riguzzi, CEO PAUL HARTMANN AG, October 2008
“Beiersdorf can open good perspectives for its subsidiary with the sale of
HARTMANN and also ensure consistent continuance of the success in the
international growth markets in the domain of skin and beauty treatment.”
Thomas-Bernd Quaas, CEO Beiersdorf, October 2008
In an increasingly tougher and international competitive
environment it is even more vital to create sustainable brand
values in order to bind customers to the product range with a
brand loyalty concept. It is all the more necessary to delight the
customers with innovative products and ensure brand loyalty as
a complementary strategy in addition to brand building.
Zalando has one of the largest online shoe selections; the
SympaTex membrane is unbeatable in breathability, wind
and waterproofing in sport and outdoor clothing.
The design goal was to combine the most important
elements of the Zalando & SympaTex brands with the
vehicle. POWERGROUP’s designers faced the challenge of
creating an unusual design which combines these elements
and is both technically possible and catches the attention of
The great challenge: to take into consideration the radical
3-D form of a racing car and find a design vocabulary which
correlates to the dynamics of the car plus guarantees the
recognisability of a shoe and SympaTex membranes.
The POWERGROUP team rose to the challenge with fervour
and intense engagement. The first step was to make a model
in the scale of 1:10 which formed the basis of the transfer of
three-dimensionality to a two-dimension graphic format. The
upper material of the shoe was laid on as a pattern for the
car-wrapping foils background.
The design was defined directly on the car. The goal was
not only to integrate the 3-D form of the car, but to take costs
into consideration: replacing parts of the wrap, if needed,
with a minimum of effort. After completion of the printing,
the design was transferred to the entire vehicle using the foil
The unique and unmistakable innovative design of the racing
shoe generated considerable media attention without
extra marketing efforts. That was particularly the case with
motorsport as the ADAC used the racing-car in a large
number of announcements and illustrations used to promote
Particularly noteworthy is the continuing placement of the
racing car on the start-page of ADAC Motorsport, the portal
for all of the races they support. This portal serves as the
ideal basis for increasing the awareness of Nici Pohler as
well as effective marketing communications for the sponsors
Zalando and SympaTex, not to mention an optical upgrading
of the racing series.
The racing shoes upon which the design was based were
sold out at Zalando’s online store within a few days.
We develop projects for our customers in the interest of
the assumption of social responsibility. In this way these
companies contribute to sustainable development which
goes far beyond existing legal requirements. In this respect,
we work in the domains of trend screening, product strategy
and brand and marketing concepts, develop portfolio plans
and sponsoring concepts in the culture domain and assume
THE MUSIC EDUCATION
PROJECT “OPER ÜBER LEBEN © ”
The music education project OPER ÜBER LEBEN© has the
aim of promoting students from all social backgrounds. An
innovative pedagogical concept introduces these youths
to the music and the cultural world of the opera. They are
inspired by the diverse cultural world of the opera, fostering
integration among the youths and opening up personal
and professional opportunities as well as perspectives for
the future. Undiscovered talents and / or particularly gifted
youths will be stimulated by the sophisticated field of opera.
The successful pilot project was launched as part of the
Mozart Festival at the Bavarian State Opera. A total of
109 children from 4 classes in secondary modern schools
participated. The workshops, in which the children were
encouraged to play characters from the operas Abduction
from the Seraglio and The Magic Flute, were conducted by
Rainer Karlitschek (dramatist for children / youth work at the
Bavarian State Opera). In the meantime, they have become
an integral part of the children’s / youth programme at the
THE 100 POOREST
Every year the various media provide reports on the “100
richest Germans”, the “100 most beautiful people” and
the “Top of...”. In Autumn 2004, the Süddeutsche Zeitung
magazine converted this idea to a report on the “100
poorest Germans” and, in a poignant documentary, reported
on 100 Germans who have to live on the fringe of society as
a result of tragedies.
The issue of poverty eradication was discussed among the
Poetis family. Together, they developed a project idea and
provided start-up financing. The idea was presented to the
Munich-Solln Lions Club. The club took over the administration
of donations, while Roland Schütz assumed co-ordination
as the club’s activity officer. Dr. Poetis is responsible for
marketing and the strategic conception of the project.
With the good connections to the Süddeutsche
Zeitung magazine, free advertising was procured. The
POWERGROUP creative team designed the first adverts;
public awareness of the campaign increased. Countless
readers sympathised and felt compelled to help the “100
poorest Germans” with donations.
Thus, the idea of helping the “100 poorest Germans” as
a symbol for helping the needy in Germany was adopted,
and the initial funds became available.
In the next step, a strategy had to be defined how the
acquired means could be used long-term, sustainably and,
where possible, throughout Germany. It also had to be
determined how sponsors could be won from the economy,
in order to reach more people.
Jürgen Gessner, a long-time supporter of the food banks,
advised the participants to take a closer look at the food bank
idea. In particular, he reported on the central problem of the
“food banks”: the transportation of the products – without
disruption to the cold chain – using expensive vehicles. The
idea of supporting the food banks in a joint campaign with
vehicle financing, was born.
The Munich-Solln Lions Club collected further donations and
took over part of the financing of the first vehicle, whereby the
total was doubled by StiftungLife and was supplemented by
the Munich food bank’s own funds. The total sum amounted
to 50% of the list price – together with a generous donation
from Daimler, this provided the purchase price for the first
Poetis and Schütz decided to expand the principle into a
system, in cooperation with the two partners StiftungLife and
Daimler. During events and by contacting other Lions, the
attention of other clubs was drawn to the campaign and its
potential. The fellow Lions were cordially invited to help the
local food bank through their club. Initial donations for two
vehicles soon followed from Lions Club Pullach and Lions
Club Munich Opera. The idea grew.
The districts’ relief agencies were contacted and asked for
grants by the Solln Lions member Dr. Reinhardt. He organised
presentation dates in district meetings; articles appeared in
the club magazine Der LION; Schütz also wrote to the local
Lions Clubs directly. This allowed the campaign to grow
beyond the sphere of the Lions in Solln, and it reached clubs
Since the beginning of the campaign, Lions Clubs throughout
Germany have put more than 300 food bank vehicles (with
a total value of 13 million Euros) on the road.
As a second major step, the project was internationalised
by including additional partners. Food bank vehicles were
sponsored in Austria, Spain and Great Britain. This is the
proof that Business Design Thinking also works perfectly in
charitable activities of NGOs.
Encouraged by the good experiences with the project the
“100 poorest Germans”, the Munich food bank contacted
POWERGROUP with a request for a donation for the
purchase of a trash compactor.
On closer inspection, it turned out that the food banks had a
massive problem to contend with – the disposal of tonnes of
cardboard disposable packaging.
There arose the question of whether or not there could be
other measures to prevent these mountains of cardboard
from amassing. Poetis got in contact with the board of the
company IFCO, a market leader in RPC pooling logistics,
and together they developed the idea to provide the food
banks – in addition to the delivery vehicles – with foldable
reusable containers and thereby ensuring that they are
no longer dependent on disposable packaging made of
corrugated cardboard for the transportation and storage of
Owing to their long life and 100% recyclability (compared
to conventional packaging) the reusable containers
offer additional advantages which were confirmed by
• Cooling of the transported fresh goods through a
ventilated design, resulting in reduced spoilage of food.
• Optimum utilisation of storage and transport areas via
folding and stacking options.
• Conservation of resources (e.g. up to 53% less
greenhouse gas emissions compared with the same
volume of disposable packaging).
Inclusion in the IFCO sanitation cycle also allows for foodsafe
cleaning which complies with the demanding hygiene
requirements of the HACCP standard.
To date, the WORLDWIDE RESPONSIBILITY project has
provided around 120,000 green reusable containers
to more than 80 food banks in Europe, North and South
PATTY´S CHILD CLINICS
The project Patty’s Child Clinics aims to expand the existing
medical infrastructure of the Rural Health Centres in Pakistan
so that gratis hygienic pre- and postnatal care can be offered
even in the country’s remotest areas.
Initiator Patricia Poetis describes the planned successive
expansion of the network of clinics as follows: “We want the
clinics to be fitted with modern equipment in order to provide
comprehensive pre-natal diagnoses and post-natal care,
because the first year of an infant’s life is critical. We are
glad that the first Patty’s Child Clinic, located in Chillianwala
which is in the Mandi Bahuddin district, is already in an
advanced stage of planning.”
Earlier this year, the Bavarian Honorary Consulate of
Pakistan, the Christian Blind Mission and the Lions Clubs
Germany have signed a framework agreement to build
25 clinics for women and children in Pakistan in the next
5 years. The CBM, the German Lions Clubs and the
Honorary Consulate have been engaged for several years
in reconstruction in Pakistan, which suffered a devastating
flood catastrophe four years ago.
CBM director Rainer Brockhaus looks forward to the
cooperation with pleasure: “We thank the Lions Clubs and
the Honorary Consulate for their support. Together we make
things happen and serve many Pakistanis who need help.”
The Patty’s Child Clinics project – an initiative of the Lions
Club München-Pullach – arose out of Patricia Poetis’ desire
to establish a permanent charitable facility in Pakistan which
is able to provide targeted help at the local level. Honorary
Consul Dr. Pantelis Christian Poetis’ wife was deeply
involved in the ‘Pakistan needs us now!’ fundraising drive
started by the Consulate and the Lions Clubs to help in the
flood catastrophe of 2010. The drive raised over 150,000
Euros which, among other things, went to rebuild schools in
Charsadda and Faisalabad.
The leader of the German reconstruction project team receives a warm welcome in the Charsadda district, January 2012
Festive opening ceremony for a girls' school in the Manzooray region, January 2012
Festive opening ceremony for a boys' school in the Manzooray region, January 2012
Reconstruction project team with the German embassy in Islamabad, Nov 2011
Rebuilding ruined houses in the Charsadda district (before; Nov 2010)
Rebuilding ruined houses in the Charsadda district (after; Feb 2012)
Family standing in front of their newly constructed house in the Charsadda district, Feb 2012
In the Manzooray reconstruction region, February 2012
THE RACE GOES ON
Should not a 10-year compendium also have, other than
a review of the events of the past decade, a look into the
While the red threads of innovative strategy, creative
marketing/sales and analysis-based M&A have run the
POWERGROUP since its founding, the expertise needed in
our clients’ fields of activity has changed in the same degree
that our clients’ tasks or projects have changed.
Energy on the Rise
As was the case during its privatisation, the energy sector
is in constant flux. Although we are currently engaged
with renewable wind, water and solar energy, signs of the
next giant steps, hydrogen technology and fuel cells, are
beginning to appear on the horizon.
Growth through Knowledge
European technology companies have set their sights
on using their own know-how as major export hits. It’s a
great pleasure for us to accompany them on the way to
markets which were recently held to be no-go areas. There
are interesting perspectives opening in Pakistan which are
related to our consular activities: the soon to be founded,
in cooperation with the German embassy in Islamabad,
Association for German-Pakistani Economic Relations. This
organisation, which we have been assigned to guide, will
unite German companies and Pakistani companies with a
presence in Germany in an effort to promote and expand
the economic relationships between the two countries.
Medicine and Competition
Competition among companies in the medical and healthcare
branch continues to intensify, not in the least because of
changes in socio-political and legal parameters. Compliance
with EU norms and the Globally Harmonized System of
Classification and Labelling of Chemicals represents a
considerable challenge which cannot be mastered by the
reduction of product lines or by cost-cutting.
Quality instead of Quantity
The consumer goods companies which we represent are
faced with a tense competitive situation. The need to initiate
confidence-building measures to convince consumers of
the quality of their goods —be it in the B2C or B2B area—
indicates an altered sense of their brand identities.
We look forward to another exciting year and challenging
projects with you, our clients. As your constant partner, we
take great pleasure in the further development of our own
colleagues brought on by the POWERGROUP’s continual
Pantelis Christian Poetis