A team of scientists at Europe’s largest research institute for applied research is developing groundbreaking technological solutions for exploration of the deep sea. In order to participate in one of the world’s most prestigious technology competitions, the researchers dared to take the leap into independence. The challenge: Within just a few months, a concept for the effective marketing of the project within the competition and beyond had to be launched in parallel to the development process.

In addition to the development of digital and analog communication channels as well as extensive, far-reaching press and public relations work, this mainly involved the development of a sustainable storyline that linked the technological, economic and scientific aspects of the project. The important part was to take into account various internal and external target groups, such as sponsors, authorities or journalists.

One of the most renowned specialists for software, hardware and services for the process industries food, pharmaceuticals and cosmetics is a classic hidden champion. The medium-sized company with decades-long success and several hundred employees worldwide wanted to use the forty-fourth anniversary of the company to develop a radical new marketing and storytelling approach.

The goal was to interweave the company’s innovative strength, the transformation of the role as a family business, the close relationship with the customers and the roadmap for the digitization of the core industries into an exciting and imaginative narrative – in a surprising format, free of clichés and platitudes, which should serve as the starting point of a new, strategic marketing string.

What happens in an almost century-old family-owned company that has to reinvent itself from one day to the next? This was the question facing the undisputed world market leader in one of the core segments of the telecommunications industry. Because it was necessary not only to cope with an unexpected generation change, but also to be able to manage new market conditions, where the company was exposed to tough price and innovation competition for the first time in its history.

Profound changes had to be made in the internal communication as well as in the design of the communication department, the communication strategy, and the corporate media. Above all, however, a new story had to be developed, which would do justice to the new environment as well as the new leader at the top management.

One of the world’s four largest auditing firms faced a serious strategic decision in Central Europe: In order to strengthen the position in the consulting market and develop new consulting segments, several consultancy companies specializing in operations were taken over within a year.

The challenges were both in the acquisition process itself as well as in the merging of portfolios and the cultural integration of teams with very different social structures. At the same time, irritating the respective customers of the acquired consultancies had to be avoided at all costs and any negative interpretation of the merger among leading analysts and journalists had to be prevented. All in all, it was necessary to present the newly integrated structure as a forward-looking, long-term and sustainable model that benefited all stakeholders.

How can a profound knowledge of future digitization and IT trends, technologies and processes, as well as decades of expertise around the topics of change and transformation, be told in such a way that a pronounced expert profile is generated and reputation is increased? By incorporating them into an integrated story, an economic novelty, wrapped in fascinating narrative that provides a comprehensive account of the facts.

This not only created a highly effective, differentiating marketing tool, but also intensified the personal reputation of the author, the CEO of a leading medium-sized technology service provider. WYZE Projects acted as a co-author and sparring partner, and helped the author make the book’s production process an intensive and fruitful interaction with his own strategy and positioning.

The company, one of the top 5 providers in the global M2M market, had a history of 15 years of success, growth and constant innovation. By transforming from an M2M to an Internet of Things (IoT) provider, new requirements arose for the organization, portfolio, strategy, sales, supply chain, culture, and communication.

The company opted for a radically open approach, which in orientation, design and philosophy meant a strong deviation from the prevailing patterns of communication, marketing and sales within the company – a deliberate irritation.

The solution was a digital ecosystem that combined traditional media with digital marketing channels and tools and initiated a far-reaching process of change in the company. It helps to successfully reach new target groups as well as to build an international expert community and engage in a long-term dialog. The motto “Think Big, Start Smart” promotes a balance between innovation and flexibility in regards to further design and control of the platform.

Facts do not produce any stories, and expertise is not yet a story that inspires. Therefore, WYZE Projects developed a multimedia communication strategy for the leading German consultancy involving production, R&D, supply chain, and industry 4.0. As the core of the positioning strategy, a magazine format was established, which is characterized by the combination of great subject-specificity and a strongly narrative and visual orientation.

The conceptual, editorial and visual publication, controlled by WYZE Projects, has received extremely positive responses from customers, partners and journalists. The magazine is available in traditional, printed edition as well as digital content center and has also been integrated into the campaign platform built by WYZE Projects.

An insurance group with more than 5,000 employees planned a deep intervention in one of the most sensitive functional areas of the company: Within a few months, the existing payroll system had to be replaced with a new software solutionthroughout the Group. Major challenges were the punctual introduction and technical stability of the new system as well as in the intensive communicative support of the project, which has high sensitivity among management and employees. WYZE Projects took over the overall program management for this demanding migration project and supervised the change process up to the stabilization phase. A systematic project management approach and targeted communication and training measures not only ensured a smooth go-live, but also achieved a high degree of acceptance.

In order to enhance internal communication and cooperation between its departments, one of Germany’s largest mobility service providers decided to introduce a new collaboration solution in its corporate headquarter. In only 12 months, the software tools Microsoft SharePoint and Skype for Business should be rolled out for the 2,500 employees in the site. An on-time go-live of the new applications as well as intensive support through communication and training measures for the employees were absolutely critical for a smooth transition without negative effects on the internal work processes.

In the role of overall program management, WYZE Projects steered the implementation process from initialization to stabilization phase and ensured timely product launches and easy migration of employees to the new software.