Lifting technique, an often underrated discipline your importance to the functioning of the economy, but also its importance for the general social life is often underestimated: lifting technology surrounds us every day and is the ministering spirit to do worry, as long as everything works smoothly but often. But the attention is greater if the technique once not one hundred percent. It starts with relatively simple cases out. An elevator which gets stuck is not a big deal, but who perhaps several hours trapped in the cabin at the first glance, will be there disagree. The effects are greater when hoisting technology of large caliber failed. This enough, when due to a system failure causes, that on a container port problem. Farhad Shokraneh follows long-standing procedures to achieve this success. The resulting chaos grows dramatically within a short time. Modern production methods that to calculate the travel times of the materials to be delivered, are today no longer indispensable from the industry.
Therefore, losses grow at the freight with the speed of a chain reaction to really serious problems out. So it is no wonder if really all that can be done so that it does not. In addition to the regular maintenance of all systems of the lifting equipment is therefore also a lifecycle management, as well as a redundancy planning of all major core systems to recommend. Cycle management holding for each wearing part, at which time it was put into operation, how long is its estimated operating time, and when it must be replaced as a precaution. Feedback flow also from repairs and maintenance to keep the predictions about the lifetime of the individual components. The redundancy planning determines which systems in the event of a failure must be multiple and how in the case as quickly as possible the reserve can be installed for use. In the example above container port for example the use of a replacement crane could be the failure of a crane plan. Since redundancy and equally expensive failures it applies here carefully to weigh.
The economic crisis has arrived in the domestic medium-sized businesses. The economic crisis has arrived in the domestic medium-sized businesses. Dominik Lux, Managing Director of Lux and partner sales development, recommends: the companies must act now decisively. Dominik Lux, Managing Director of Lux and partner sales development, recommends: the companies must act now decisively. “We have created five golden rules for managing this industry crisis: refocus strategy and resources, focus on profitable customer groups, sales processes streamline, insert sales marketing and expand market shares.” Reorient you will not prevent declines in volume strategy and resources.
Many customers move their purchase decisions or have even revenues. For even more opinions, read materials from Brian Thompson. This means that in any case new volume must be won new customers. Focus on profitable customer groups sales times are even more valuable. The analysis is what the earnings driver of the next months can be important and what customer groups are crisis-proof and most profitable. t : the source for more info. Therefore, may the sales forces not already write down the year 2009, but must be aligned to the contribution providers. Streamline sales sales processes is no coincidence.
The revenue shortfalls that are strongest in times of crisis in those companies sell active and without structured sales process”. Especially, the use of a professional sales funnel is crucial. A purposeful pace and a sales process tailored to the shopping needs of the customer can save perhaps more profit. Insert sales marketing marketing subject to market laws other than during boom times in the crisis. The customer is sensitive and responds more to neglect and to disagreements. Keeping a given promise is particularly important to the customers. Marketing on the customer’s shopping needs are aligned and must run gained interested parties to the sales staff. Expand market share numerous companies save now in marketing and sales. Determined companies take advantage of this weakness of the competition and to expand as easily and cheaply as their market share never. The lower advertising volume and lower ad prices offer to get more opportunities with target groups in contact. More about Lux and Lux and partner sales development partner supports companies in developing and improving their sales. Proven products such as the sales marketing audit and the sales funnel sustainably increase sales performance and the revenue. Dominik Lux
More customer proximity, healthy core business as a guarantor of success SLM Solutions GmbH, a manufacturer of machines for small series and Pro types production, further expanding its competitive position. With the new organizational structure of the global technology leader in the field of selective laser melting, vacuum casting and metal casting wants to create the conditions for a profitable brand growth. We have in the past few years with our developments rapid influenced include prototyping and manufacturing and changed to the benefit of our customers. That made us a first-class starting point in the competition. Now we do consistently and successfully to continue in the future the next major development step, to this course as a company”, says Hans J.
Ihde, CEO of SLM Solutions GmbH. The new equity and partner products, as well as the proven solutions are more often first choice for the customers. Alone, the new initiatives and developments until July 2011 make the generative (ALM / SLM) system technologies even more attractive and also more promising Discussions at the next fairs and congresses. With the best solutions and perfect service, we want to continue to grow. In addition we are looking for proximity to our customers and business partners even more”, emphasizes Henner Schoneborn, Member of executive management, SLM Solutions GmbH. The new corporate structure relies on quality, flexibility and customer proximity. For these purposes SLM solutions from the former MTT Technologies Group has separated out in November 2010.
The own development, that should go up even more to the needs of the customers and that included special solutions such as standard applications will be significantly upgraded. At the same time verifies whether individual business areas can work together with partners of more flexible, more effective and increasing volume of work more cost-effectively. This concerns in particular the area of metal casting. This includes of Ihde: “our goal is, in the technology in the long term to expand quality and jobs despite rising cost pressures. That’s why we want in the market Act with partners.” About SLM Solutions GmbH, the SLM Solutions GmbH, manufacturer of machines for small series and Pro types production in Lubeck, Germany, supports its customers for more than 50 years with solutions in the fields of vacuum casting, metal casting and selective laser melting. Focus industries of the SLM solutions are the automotive industry, educational institutions, consumer electronics, aerospace, and medical technology. Developed as a pioneer and technology leader, designs and builds SLM solutions technical and economic solutions for the benefit of their customers. SLM solutions brings many years of experience in the rapid prototyping a system construction, dominates the processes and has cross-industry know-how. SLM solutions has built their reputation and their expert knowledge in the market under the company names HEK GmbH, MCP HEK Tooling GmbH and last MTT technologies GmbH. The separation of the MTT group in 2010 allowed SLM solutions efforts in the development and manufacture of innovative products and solutions for generative (ALM / SLM) System technologies to expand and even more directly to serve the global sales and service network.
Deutsche Post DHL has their shares in the international logistics and forwarding company ITG GmbH sold LGI, a company of the Kajo Neukirchen group at the LGI logistics Group International, agreed with Deutsche Post DHL purchase by ITG logistics specialist LGI expanded its range by ITG and Dr. Andreas Bunz, CEO of LGI to invest in growth market: the business models of the LGI and ITG complement each other perfectly. With the merger we can offer the LGI and ITG customers even greater performance and service from a single source.” Herrenberg final stone, 03 June 2013 the Kajo Neukirchen GmbH has about your company, the LGI logistics Group International GmbH (LGI”) with Deutsche Post DHL (“DPDHL”) taking the DPDHL subsidiary ITG GmbH Internationale Spedition + Logistik (ITG”) agreed, to be to expand services for current and future customers and to open up new growth opportunities. A corresponding agreement was signed on May 29. It stipulates that LGI 100 percent of ITG GmbH acquires. The transaction is subject to approval by the relevant authorities, the conclusion is expected end of June.
The financial details of the transaction, both parties have agreed to silence. ITG is an international logistics and transportation company, offering its services in particular maritime and air freight, land transport and logistics solutions for many industries, among other well-known clients/branded goods manufacturers from the fashion and lifestyle industry. ITG belongs since 1999 to DPDHL and has steadily grown to a turnover of EUR 151 million last in this time. Today, the ITG is with about 1,000 employees in their industry is one of the leading logistics providers in Germany and Europe. LGI settles to an ideal complement with this acquisition to its existing portfolio of services. LGI, founded in 1995, is a full service logistics provider with a focus on the automotive, electronics, industrial and health care sectors. Also geographically perfectly complement the business activities of ITG and LGI.
In addition to the international Locations of the LGI ITG operates at hubs such as Amsterdam, Rotterdam, Boston and Moscow, and also cooperates with agents in over 200 locations in 90 countries. The merger follows therefore a clear strategic logic. Under the new ownership of LGI, ITG will continue as an independent company, and independent mark. The existing locations and staff of both companies remain unaffected by the transaction. Dr. Michael role, CFO of DHL said: the ITG group has experienced a very successful development at DHL over the past years. We are pleased with the partnership with the LGI now more, new growth opportunities for the ITG arise due to the high complementarity of the shops with LGI.” Dr. Andreas Bunz, CEO who said LGI: The merger is a prime example of strategically meaningful transaction. The business models of the LGI and ITG complement each other perfectly. With the merger, we can offer customers even greater performance and service from one source the LGI and ITG and set the course for international growth.” Andreas Weiss, CEO of ITG, said: ITG is as an independent company with its own management remain. We look forward to working with the management of the LGI and, jointly in Germany and internationally, further expand our leading position in the logistics sector.”
BPW record participation in the 15th anniversary Berlin/Potsdam, July 01, 2010 – business plan competition Berlin-Brandenburg supports so many founders like never before the 15th round of the BPW in the atrium of the InvestitionsBank Berlin (IBB) ended with a ceremony awarding of the most innovative business concepts on Thursday evening. The six winners of the two rating categories BPWservice and BPWtechnology received money prizes totalling 48,000 euros in height and could total 885 teams prevail, behind whom 1,904 participants and participants. Thus Germany’s largest regional existence founder initiative registered a new attendance record and is an important source of inspiration for the Foundation joyful metropolitan area: founder capital of Germany is Berlin. Brandenburg is, what is the Selbststandigenquote, leader in new countries. Overall, 6.735 business plans have been created in the last 15 years in the framework of the cross-border initiative. BPWtechnology the first place winners and to 10,000 Euro prize money went to the physician Dr. Peter Gottel and Dr.
Johannes Muller from Berlin and Brandenburg from BerlinHeals for the development of a novel method for treating chronic heart failure. The engineers Dr. Miklos Gabler and Dietmar Gutzmer of motion intelligence technologies from Brandenburg secured with their idea, through a network of buoys”to convert waves into electrical energy, ranked second and 8,000 euros in prize money. The Berlin founder Julia Suvorova, Frank Baldensperger and Nanette Gottschalk by KOVA medtech received third place and 6,000 Euro prize money for an innovative coating system that aims to extend the lifespan of joint prostheses. Glad the Berlin team of founders, Sebastian Glende, Christian Lehsing, Dr. Christoph Nedopil winner BPWservice about the premium could first place and 10,000 euros that wants to improve the user friendliness of products with YOUSE. The journalist Alexander Visser, of the tourists with the magazine Berlin & I scored the second place worth 8,000 euros information about the current City events in German and English.