PROFILE
"How we do perceive our job? Support you by fostering the attitude necessary to make successful change happen. For entrepreneurs ready to shape the future, not awaiting it."
MATTHIAS OTTO THEINER - WHO AM I ?
OUTLINE/
MOTTO/ “Actions speak louder than words.” (E. Kästner)
SHORT PROFILE/ Solutions-oriented Advisor, Manager and Interim Manager with practical knowledge and years of experience in business consulting, strategy development, sales management as well as operational sales Since 2016 teaching strategic marketing and sales management as external lecturer at Salzburg University of Applied Sciences.
EXPERIENCE & COMPETENCIES/
In my work on the right emotions for beneficial changes, I use, among others, the following methods and tools:
EXTERNAL LECTURER/
MOTION | EMOTION
Movement and positive emotions
What does “motion | emotion” stand for?
The significant challenge for businesses in today’s time is to adapt themselves quickly enough to the changed circumstances. Once defined, the planned changes must be implemented quickly.
My advisory approach is based on the conviction that this “motio” (Latin “movement”) succeeds only when it is supported and nurtured by positive emotions (Latin “emovere”: “move out”).
To enable targeted changes based on good, inspiring emotions: I have committed myself to this objective with complete dedication and my experiences as a practitioner.
“I would do it all over again, the way I have done it. With one exception: I would seek better advisors sooner.”
(A. Onassis)
Sales & Marketing
Sales & Marketing
“Everyone makes a living by selling something“
R.L. Stevenson
Based on the analysis of your challenges in sales, I develop, in collaboration with you, an individually tailored package of measures to increase the sales turnover, for example by:
- Improving the organization,
- Strengthening the reasoning skills,
- Revision of the methods or sharpening of the marketing tools.
Here I bank upon the experiences and success formulae from my career of over 15 years as salesman and sales manager.
Strategy-Development & Implementation
Strategy-Development & Implementation
“The greatest difficulty in the world does not lie in getting people to move, to accept new ideas, but rather to forget the old ones”
J.M. Keynes
All value chains, business and success models today are exposed to more and faster fundamental and continuous changes than ever before.
Together with you, I analyze these trends and developments and review your initial position in order to define a new strategy that is ambitious and at the same time implementable and to initiate it practically.
This often includes also the need to overcome a situation of standstill in terms of innovation by providing strong inputs on two levels: how to apply innovation tools & techniques and, even more important, creating an innovation-friendly company culture.
Handing over to new generations in family enterprises
Handing over to new generations in family enterprises
“The first generation earns the money, the second manages the wealth, the third studies the history of art, and the fourth degenerates completely.”
Otto v. Bismarck
Fortunately, there are enough examples of successful family handovers, which more than relativize the provocative statement of Bismarck.
The aim must be that the succession phase in the family does not become a threat to the enterprise at all, but rather an opportunity for value-added modernization. In order to ensure this, I initiate a constructive dialogue within the entrepreneur family.
This dialogue smoothens out classic stumbling blocks in the handover process, resolves conflicts or prevents them from arising in the future.
Consequently, we work out a jointly adopted script for a secure and gradual handover of the family-run enterprise.
Leadership and Personality Development
Leadership and Personality Development
“Nothing is good or bad. Only the thinking makes it so.”
W. Shakespeare
Wholesome, because people-oriented management is critical for successful sales transformation during family succession and strategy implementation.
By increasing the leadership engagement, and the training in effective management tools, I enable entrepreneurs and managers to develop and apply new, useful ways of thinking in the field of people management.
Moderator and Guest Speaker
Moderator and Guest Speaker
“The difference between the right word and the almost right is the same as between a flash of lightning and a glowworm.”
Mark Twain
Transformation activity mostly begins with the creation of awareness, or, casually put: things are set into motion as soon as awareness from the (anyway) “known” are put to use in the actual “consciousness”.
In this connection, moderated meetings, group discussions, lectures and introductory speeches often provide for the essential “AHA-experience”.
I look back retrospectively on successful moderation and guest lecturing exercises across Italy, Austria, Germany, Switzerland, Spain and Iran.
IPSOA / Amministrazione & Finanza: “Il piano industriale e la sua evoluzione culturale"
Language: Italian
Background: This quarterly professional journal is devoted to the discussion of best practices in Administration and Finance. On closer inspection, even these seemingly sober and dry areas turn out to be deeply influenced by the mood.
DER VINSCHGER – „Die 5 Top-Checkpunkte für Jungunternehmer“ (“The 5 Top Checkpoints for Young Entrepreneurs”)
Language: German
Background: Following an invitation by the Raiffeisen Bank Obervinschgau, I addressed young local entrepreneurs in an introductory presentation designed as a “start-up check” on my recommendations on the way forward, the local press reported.
L‘IMPRESA „Export Strategy“
Language: Italian
Background: The bimonthly magazine “L’impresa“, from the publishing house “Il Sole – 24 ore”, is devoted to current issues, in this case the prerequisites for successful internationalization….
„Preservare l’impresa familare“
“Successfully carry on the family enterprise”
Language: Italian
Background of the publication: The renowned Italian publisher “Franco Angeli” published Markus Weishaupt from the family specialists at Weissman’s on the topic “Handovers in Family Enterprises”. I was permitted to co-author this work, which is now regarded in Italy as a reference text on the subject.
Wirtschaftsblatt (Business Journal) – „Gute Ratschläge für Familienbetriebe“ (“Good Advice for Family Businesses”)
Language: German
Background of the publication: The Austrian business journal covered a presentation, including rounds of discussion on the topic “Family Enterprises” that I was permitted to co-initiate (following an invitation from the Association of the Professional Groups of Viennese Management Consultants)…
Verwaltungsrat - "Export: Ganz oder Gar nicht!" Administrative Board – “Export: All or Nothing!”)
Language: German
Background of the publication: “Administrative Board”, the body that meets 4 times a year in Switzerland, deals with all those topics that are of strategic relevance to administrative boards. This article is about the correct approach to the current topic: Success in exports.
Springer VS/ “Emotionale Intelligenz in Organisationen, Book Chapter « Runter von den Barrikaden»
Language: German
Background: In this chapter of a book composed by single case histories I describe a project dating back to 2016, maintaining anonymity about the main actors. The aim of the project was to ensure the survival of a skiing area in economic turmoil, with strong impact for the wealth of a whole area. Paramount was the need to align all stakeholders of the area about the actions to launch. In 2017 we managed to guarantee the future operations of the skiing area by merging it with a second winter resort nearby, aided by the support of various local stakeholders.
SHORT PROFILE
Link: www.manica.com
INTRODUCTION
Within our family, we were in agreement that the handing down between generations is a sensitive and critical process, both for the family as well as the enterprise, even then when there are actually no major disagreements. We have decided to tackle the challenge of handing over as a planned and well-structured process within the business family and rope in a third party from outside for this purpose.
METHODS / PROCEDURES
As a part of creating a “family constitution”, at first individual interviews with all family members were conducted, with both the senior as well as junior generations. Thus, the individual standpoint of each family member was collected. This yielded the topics to be discussed in detail in the group discussions to find a firm basis for settlements. As a part of a series of moderated discussion meetings, all those points which are relevant for the family as a whole, for each individual as well as for the interfaces to the companies were discussed. In a calm environment, we managed to clarify expectations and set binding rules.
RESULTS
he basis for consensus arising from the workshops was recorded in writing in the form of a so-called “family constitution” (according to the proven Weissman system): such a family constitution provides the required script to execute all phases of handover between generations in a structured manner, to avoid conflicts or resolve them effectively and to sustainably strengthen dialogue within the family. “By dint of Matthias’ moderation, we managed to arrive at those agreements that will be useful in the long term for the family and the enterprise. Coincidentally, during the course of the project, our family has grown even closer together.”
“By dint of Matthias’ moderation, we managed to arrive at those agreements that will be useful in the long term for the family and the enterprise. Coincidentally, during the course of the project, our family has grown even closer together.”
Michele Manica
SHORT PROFILE
Link: www.artigianlegno.eu
INITIAL POSITION
We are a family enterprise that combines technical passion with the highest quality standards in window manufacturing. We strive to meet all requirements and, thus, develop stable, long-term customer relationships. The developments in the construction industry since 2007 have changed our market radically and forced us to conduct in-depth discussions on the external pressure to change, and to take difficult decisions internally.
METHODS / PROCEDURES
Matthias led us through the discussion process and ensured that we were able to conclude this with binding agreements among ourselves. In these discussions, components of the strategy definition according to the Weissman system were interwoven as well as training on project management and sales pitches.
RESULTS
At the end of our project, we had managed to clearly define the role of each family member in the business, with a simultaneous initiation of activities and measures towards increasing the sales turnover.
“Working with Matthias was beneficial to us especially because of the direct, practical approach and practicality: no castles were built in the air.”
Stefano Zanini
SHORT PROFILE
Link: www.mcfit.com
SCOPE OF WORK
In the course of our international expansion in Italy, there arose the need to quickly initiate the entry into the country and promptly assemble a McFit Italy Development Team.
METHODS / PROCEDURES
Matthias has supported us here for over six months as a Weissman consultant and interim Country Manager for Italy.
RESULTS
All legal, administrative and fiscal obligations in establishing our branch in Italy and linking it up with the headquarters were handled by Matthias in close coordination with the parent company. The recruitment of a future skeleton crew of McFit Italy was carried out quickly and on target, taking into account not only the functional and linguistic needs but also the fitting in with our corporate culture.
“The interim support from Matthias has helped us foray into the Italian market in a quick, concrete and simple manner.”
Moshir Karimi
SHORT PROFILE
Link: www.bauexpert.it
SCOPE OF WORK
Bauexpert is active in the northern Italy region as a leading regional building materials dealer: despite adverse economic conditions in the course of a massive construction crisis, the last few years are among the most successful in the history of the company.
A strategy development project was launched with clear concepts and also to selectively control the future growth in the market in order to counter the overall planning uncertainty, which has been established at a consistently high level, and the ever increasing pricing pressures.
METHODS / PROCEDURES
In an intensive preliminary analysis and intensive phase, sector trends, a STEP analysis and a clear profile of the competition were drawn up and compared in concise workshops with the management, the relevant decision makers of the sales management as well as the Board of Directors. In this connection, extensive data was analyzed and used as sources in the 30 qualitative interviews.
RESULTS
With the streamlined and quick methods of operation called for by Bauexpert, the core issues in the further development as a trading company in the market were named within a reasonable timeframe and clear starting points for priority action defined.
“Together with Matthias, we have crystallized core issues for our future from a large amount of information – now we can tackle them in a structured manner.”
Richard Oberarzbacher
SHORT PROFILE
Link: www.rothoblaas.com
SCOPE OF WORK
Our exceptionally strong growth in sales and our complexity in the customer and product segment meant that it was necessary to determine our position: “Where do we stand? Where is the journey forward? What should our brand stand for? And above all, how do our next goals, vision and the concrete implementation steps to get there look like?"
METHODS / PROCEDURES
Matthias Theiner led us through a strategy development process designed in accordance with the “10 Steps to Success" (Weissman System) using a series of workshops. Here we analyzed the market environment, developed a mission statement, analyzed our strengths and weaknesses.
RESULTS
In the end, we had a clear goal model with a meaningful vision and above all concrete crucial points for the strategically relevant projects in the coming years, especially in sales. We drew up the script for the hit movie of the future and laid the foundation for the implementation phase.
Our management that participated in the workshop was enthused by the practical leadership and professional moderation of Matthias. It meant: “one can see that he comes from the industry”.
Robert Blaas
SHORT PROFILE
Link: www.bls.info
SCOPE OF WORK
The business location South Tyrol is South Tyrol’s location agency with its registered office in Bolzano. It is the central contact points for all issues concerning settlements, sites and commercial areas. In the course of this contract, BLS also operates internationally, for example as part of the Bavarian SME Days: in the 2013 edition, BLS was flanked by an introductory speech from the consulting practice of Weissman Italia on the subject “Successful market entry: Examples of best practices in Strategy, Organization & Leadership”. Here the objective was to give practical guidelines in a short and concise manner to the Bavarian companies that a considering entry into the Italian market.
RESULTS / PARTICIPANTS’ FEEDBACK
“The presentation conducted by Mr. Theiner found universal acceptance as focused, concise and very practice-oriented. By concentrating on concrete aspects to be assessed, analysis to be created in advance and inputs right up to the manning of the team, interest in the location South Tyrol was kindled among the participating companies.”
“Our expectations of the “AHA Effect” of a presentation were fully met.”
Petra Seppi
SHORT PROFILE
Link: www.raiffeisen.it
SCOPE OF WORK
For Raiffeisen Bank Obervinschgau, a value-adding relationship with its customers is not limited to the mere execution of operational everyday business. The Raiffeisen Bank sees itself as an impulse generating part of the economic cycle in its field of activity. The Economic Advisory Board of the Raiffeisen Bank that has been set up will strengthen the exchange of information, know-how transfer and gathering of ideas. Engaging a moderator who is perceived as unbiased, who recognizes relationships and accelerates the transfer, should facilitate meeting the deadlines of the Economic Advisory Board for the targeted business model developments. The importance of integrated thought processes and interdisciplinary action has been sensitized by the moderated events and, thus, your aspirations for the success of the participants are supported.
METHODS / PROCEDURES
Matthias has played the role of lecturer in several customer events of the Raiffeisen Bank Obervinschgau on the subjects of business model development and interconnected local trade cycles. As the brainstorming moderator, he designed the meetings of the Economic Advisory Board of the Raiffeisen Bank Obervinschgau.
RESULTS
The customers who participated in the Economic Advisory Board meetings appreciated, above all, the clarity in presentation of even complex concepts, the entertaining and pragmatic approach and the focus on the issues to be tackled immediately.
“Pragmatic approaches, clear language – captivating manner of lecturing. We most warmly recommend Matthias as a conference speaker.”
Markus Moriggl
SHORT PROFILE
Link: www.meinbeck.com
SCOPE OF WORK
Mein Beck was on the lookout for more clarity like, how do we make our products stand out from the others in the highly competitive baked goods market and implement our quality standards (also with regard to price). Besides, it was important for us to quickly move from conception to implementation and at the same time professionalize our leadership approach.
METHODS / PROCEDURES
In a development process based on the Weissman system, we have clearly defined the competitive advantages to be created and to be reasoned for the future, and triggered implementation projects towards this end. Moreover, Matthias trained our managers during seminars lasting several days in staff selection, talent development and coherent leadership.
RESULTS
The process of dealing with our products, services, strengths, values as also the work sites in the company is channelled towards a set of measures to be executed, and has supported us in working towards our goals and with clear project logic.
Implicitness among all employees, values within the team as well as within the management team were defined and since then serve as a guide for the everyday work-life.
“Working together has brought us significantly closer to our goals – virtually as in our method competency.”
Manfred Öggl
