Lectures

Experience: More than 20 restructurings in over 20 years
Effectiveness of the consulting process: No paralysis through analysis
Equity financing: Priority to cash flows!
Esprit: Convince quickly with good ideas!

There is nothing wrong with money - that was even known in the Roman antiquity. Money is not everything - that might be a reasonable civil belief. Money makes the world go round - that is the common law of public cultural institutions in Germany. The growing acting of one's own authority of public cultural media institutions is not exclusively, but more and more a question of money. If one wants to meet the requirements of one's educational and cultural objectives, one has to try to get increasing income and new sources of revenue and resources. Fantasy and creativity are demanded as well as entrepreneurial initiatives and a professional marketing.

Sports arenas have to be seen mainly as investment objects. Their business models have to be rated according to profitability and lastingness. Especially in the market of big arenas, quality, investment volume and density on the market increase drastically. However, the pressure of competition is increasing in other lines of business, too. Due to the hosting of the Olympic Games, regional investments in sports complexes experience an additional and unique push.

The talk devotes itself to the search of sound financing possibilities of such plans as well as long-term success of business concepts of sports complexes and it disputes traditional and new solutions. First of all, a market review is given which explains the order of magnitude and consequences of Olympic investment in the construction of sports complexes. The most important strategic challenges for the construction and usage of those institutions are deduced from the market's review of isolated developments and problems and critical factors of success for sustainable profitability. This is of special importance for Olympic infrastructures. In the conclusion, possible innovative drafts for finance and usage are deduced for Olympic sports complexes.

Sports complexes are primarily seen as investment objects. Their business models are rated according to profitability and sustainability. This tendency is of great relevance for the market of leisure or big arenas as not only quality but also investment volume and density on the market explode within this segment.
This strategic analysis provides the explanation for the need of optimization regarding a sound business model, fixing of a suitable financing, integrating important parts of society and marketing with main emphasis on capitalization of the brand image.

In times of declining demand, companies start focussing on their best customers. Also for cultural institutions regular customers gain more and more importance as economic factor. Nicolaus Steenken demonstrates in which direction the regular customers can be developed with modern systems of customer retention. He depicts how the marketing of regular customers can be embedded in the marketing strategy, using the example of the Gewandhaus Leipzig, and he shows how SV Werder Bremen succeeded in transforming fans to members.

In his book "The Dream Society", the futurologist Rolf Jensen visualises the future concerning the essential motives that will motivate our civil society and its economic doing in the future. What does this "Dream Society" mean for our cultural institutions? What kind of significance will the advanced civilizations still have? Which chances and risks will the responsible persons in cultural institutions have to face? Who are the winners, who are the losers?

The lecture deals with the challenges for cultural managers in the coming years: today's cultural market will be confronted with new demands of the audience and changing market trends. Cultural managers have to find answers for the cultural and educational mission, the financing and sponsoring as well as their own position and value.

The lecture describes the development of a marketing and communication draft (in cooperation with an advertising agency) for the Foundation Pinakothek der Moderne. Within 5 years, it succeeded in convincing politics, economy and population of constructing a third Pinakothek and at the same time collecting almost 30 Mio DM as a contribution for a Private Public Partnership.