digital trans forma tion - takkt ag - home 2016 dt/07 2016 2020 2016 we want to double our...
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digitaltransformation Focus on customer
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oUrC o mmi t mE n t
oUr digi ta lt r a n s fo r m at i o n
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se i Z inG t He oP P or t uni t ies oF D iG i tA L i Z At ion
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our D iG i tA L AGe nDA
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tA k K t
ourcommit men t.
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Digitalization is a key strategic issue for TAKKT. In
times of fast-paced technology-driven transformation,
customer behavior and the workplace are changing
rapidly. At TAKKT, we view the trend of digitalization
as a major opportunity for our business. Our business
model of B2B direct marketing is already well pla-
ced to benefit from the growth of digitalization and
gain additional market shares. Besides the changing
interaction with the customer, we are also looking
for new possibilities that arise along our entire value
chain – not only in marketing but in purchasing, sales
and logistics as well.
We have already had very good experiences with
digital solutions throughout the Group. The percen-
tage of e-commerce in our total sales is already
around 40 percent in 2016. Now we are looking to
accelerate the digital transformation and give absolu-
te priority to this process in our planning and decision-
making. We are therefore pursuing a structured
approach and have set ourselves clearly defined
goals, with a particular focus on the global develop-
ment of digital expertise, the launch of new forms
of collaboration, the creation of a “test and learn”
We Want to seiZe tHe oPPortunit ies of Digital iz ation.tHe neW
customer centricit y.
culture and an absolute attention of all our activities
on the constantly changing needs of our customers.
This Digital Agenda describes our approach and pro-
vides an overview of selected measures. Because
the digital transformation is such a dynamic process
of change, our Digital Agenda will also continue to
evolve on a continuous basis. We will therefore keep
you up to date at all times on the progress of imple-
mentation and further developments in our Digital
Agenda at www.takkt.com/digital.
It is safe to say there is plenty going on in the world
of digitalization at TAKKT. We take this challenge as
an opportunity.
Members of the Management Board
Felix Zimmermann Dirk LessingClaude Tomaszewski
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tA k K t _ se i z ing t he op P or t uni t ies of d ig i ta l i z at ion
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We want to double our e-commerce business until 2020 by creating an outstanding customer experience through digi-talization.
We strive to transform our organization in a step change by putting digital first and focusing on customer centricity.
We will invest up to EUR 50 million until 2020 in our people and new technologies.
The implementation of our Digital Agenda will increase our midterm organic turnover growth.
vision2020
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»We keep things FAst and agile .«
»Bre aking new Ground.«
I am very excited to be a part of Hubert’s Digital
Agenda. One key learning is that we can empower
ourselves to make changes happen. In Merchandi-
sing, now I get new products to our sales people
digitally, rather than waiting for the catalog, so new
products can be shared immediately with custo-
mers. Furthermore, I have implemented email blasts
and short videos on brand new products and a Sneak
Peeks page on Yammer.
We keep things fast and agile and constantly impro-
ve our marketing tools. Best of all, our sales team
loves these new changes!
The digital transformation cannot be stopped by any
industry or company but will change them forever. It
will therefore be an issue of adapting to this change
early on and creating the conditions essential for
long-term success. This undoubtedly includes speed
in the development of digital expertise and the desire
to try out innovative methods, even if not every idea
results in immediate success.
As a member of the TAKKT AG Digital Transforma-
tion Advisory Board, I am happy to support the com-
pany with help and advice.
Jul ie _ oll inger m a rt in _ enderlec a t e g o r y _ m a n a g e r m e m b e r _ o f _ t h e _ d i g i t a l _ t r a n s f o r m a t i o n _ a d v i s o r y _ b o a r d
h u b e r t _ c o m p a n y _ l l c
»impressing customers with Digital solutions.«
»Gre ater customiz a-t ion and efficiency in customer services.«
Everyone is talking about digitalization and the effects
that technological change has on the economy, the
work environment and society. But what does that
mean for us? We have opted to further develop our
business model through a clearly structured approach.
We want to use new technologies in the TAKKT
Group in order to more intelligently fulfill customers’
requirements. We want to exploit the opportunities
of changing and new markets, which we can do by
adapting the organization, further developing our
culture, establishing new skills, promoting an even
greater focus on customers in everyday activities
and optimally using our data. We have developed a
comprehensive Digital Agenda to do just that.
At Ratioform we see digitalization as an opportunity
for further growth. Why? Because we are able to
serve our customers better, more individually and
more efficiently.
And because we will be integrating customer feed-
back directly into the development of our offering
in the future, we will be able to further aligning our
marketing and sales channels to improve customer
targeting. In a faster and faster changing market en-
vironment, it is essential that we continue to have
the courage to test and establish new digital busi-
ness models, take advantage of our team’s different
skills and always be willing to break new ground.
Pe t er _ BruHn elke _ K at zs e n i o r _ d i g i t a l _ a d v i s o r c h i e f _ d i g i t a l _ o f f i c e r
t a k k t _ a g r a t i o f o r m _ v e r p a c k u n g e n _ g m b h
tA k K t _ P r o sP ec t s
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From c onsta n t ch a nge to a Funda men ta l t r a nsform at ion.
Constant change has played a key role in the history
of TAKKT and its companies. We perfected produc-
tion of the print catalog in the 1970s, logistics in the
1980s and comprehensive, qualified advice in the
1990s. New technologies have always been used
to further develop the business model. E-commerce
has made a significant contribution to our success
since the turn of the century and, with the DYNAMIC
growth and modernization initiative launched in 2013,
we have further developed our business model to
multi-channel PLUS.
Now we face a new age. The effects of digitalization
on the market, the purchasing behavior of our custo-
mers, processes and our activities can most appro-
priately be compared with an industrial revolution.
This results in new opportunities for us to further
differentiate ourselves from the competition, by im-
pressing customers with innovative solutions. The
use of digital technologies also opens up new areas
of activity for our portfolio companies.
Due to the extreme momentum of the change pro-
cess, we need to become faster, more flexible and
more agile, so that we can exploit the digital trans-
formation for additional growth.
tA k K t _ c on s tA n t c H A nGe
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compile catalog, preselected products
web shop,e-procurement
infrastructure, adress selection
DYNAMIC DigitalAgenda
individual customer contacts, product knowledge
Focus on c ata log
e x pa nsion of e-c ommerce
op t imiz at ion of f ul f il l men t
mult i-ch a nnel plus dig i ta lt r a nsform at ion
Qua l if ied a dv ice
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2013
1990
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tA k K t
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ourdigital transformation.
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We Have De veloped our own Digital Agenda .
tA k K t _ our D iG i tA L age nda
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wh y? wh at ? how ?
At TAKKT we asked ourselves if we were sufficiently
prepared to successfully implement the digital trans-
formation. Six major companies in our portfolio were
critically analyzed in relationship to one target
group, revealing the strengths and weaknesses of
each of the companies in key focus areas of the
digital transformation. In particular, the strengths are
the result of the extensive experience in core areas
of expertise of our B2B direct marketing business
model. In addition to purchasing and marketing, this
also includes very efficient processes in logistics
and order processing.
Room for improvement was found, for instance, in the
efforts to expand digital expertise as well as in having
an unconditional focus of our activities on the
constantly changing needs of our customers in the
digital age.
During the self-assessment, it also became clear
that our most recent acquisitions are already promi-
singly positioned in major focus areas of the digital
transformation, while the more established compa-
nies performed better in the classic areas of exper-
tise.
Overall, due to radical technological developments
and changes in the market and the results of our
own strength and weakness analysis, we have iden-
tified the need to develop our own Digital Agenda to
complement the existing strategic initiatives.
At TAKKT we see three key activities in our Digital
Agenda for a successful digital transformation: digi-
talization of the entire value chain, agile organzation
models and innovative business models. Built on
this, we have defined six focus areas in the Digital
Agenda to ensure consistent, successful implemen-
tation of the digital transformation: strategy and
innovation, customer decision journey, process auto-
mation, organization, management and corporate cul-
ture, technology and data and analytics.
Within these focus areas, we have established very
concrete measures, which we aim to implement
over a brief period of time with small, efficient pro-
jects. Finally, we have defined the resources we
require and the additional digital competencies that
we would like to develop.
We look forward to the new opportunities made
possible by the digital transformation. We firmly belie-
ve that we will be able to create a corporate culture that
accelerates the digital transformation, which at the
same time will require some significant changes. We
pursue new forms of organization and new ways
of working, empower our employees and invest in
new talents and state-of-the-art software solutions.
We also establish formats for an open exchange
between experts in different segments.
The aim is to be able to use acquired knowledge and
tools of the trade at our own company at any time.
After all, we create attractive, innovative work en-
vironments designed to promote new ways of wor-
king and, in particular, the creativity of our teams. By
having concrete goals we can measure our success.
t o D oi D e a i n p r o g r e s s c o m p l e t e t h i n k i n g f o r w a r D
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foCUs a rE as of t hE digi ta l agEnda
c u s t o m e r
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d e c i s i o n j o u r n e y
T e c h n o l o g Y
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Successful digital strategies take a critical look at
the status quo and bring about fundamental changes
throughout the company. With our strategy, we want
to focus on the measures that we are confident will
deliver the most value for our customers and thus
the most sustainable growth potential. We intend to
align our business model with the digital age based
on clear priorities, using innovative methods to de-
velop new solutions and offers for our customers.
In the future, we will shorten the time-to-market. By
maintaining a dialogue with our customers, we are
able to learn and thus optimize our services on a con-
tinuous basis.
We adapt organization and procedures in line with
our goals to ensure successful implementation
of our strategy. We work with greater agility and
flexibility in efficient, task-oriented work groups,
where we bundle expert knowledge. In this way, we
can ensure a comprehensive perspective and align
our activities directly with customer requirements.
We promote the digital expertise of our employees
through targeted training and collaboration with
start-ups and Haniel‘s digital workbench, Schacht
One. We also hire digital talents and, with our Di-
gital Entrepreneurship trainee program, train young
people to become digital experts themselves. We
invest a great deal in creating state-of-the-art work
environments. With these measures, we want to
further develop our corporate culture to such a degree
that it supports the digital transformation. For ma-
nagement purposes and to learn from each other,
we regularly assess the results and progress of
these measures. We have defined standardized key
figures that facilitate a comprehensive view and
incorporate the customer’s perspective and further
development of our organization and culture. For ins-
tance, the Net Promoter Score and the mastering of
agile methods are integral parts of our new control
logic.
We would like to learn about and understand our customers’ requirements and decision ma-
king processes when it comes to purchasing. This will enable us to successfully implement our
strategy. Success can only occur if we intensively analyze the different information and purchasing
behaviors of various customers and flexibly and individually adapt our activities accordingly. For us,
the digital transformation means actively using our knowledge to personally address our customers with
precision, particularly through digital channels.
We will also continue to adapt our processes during the digital transformation. They will
become faster and more efficient, manual activities will be further automated, and the details
of order fulfillment will be easy to understand and transparent for customers. Thanks to system
integration, our customers will also benefit from seamless processes and direct communication. As
a result, we will be able to increase efficiency and the satisfaction of our customers as well as promote
successful, long-lasting business relationships.
The internet of things and new technological analysis options open up additional growth opportunities for us.
We want to make more of an effort to incorporate these in order to get to know our customers and their
requirements better and understand their behavior. With these valuable insights, we always offer our
customers just the right products and win over new customers with tailored solutions. We will spend
more time analyzing data, so that we can better predict the needs of our customers, using both
internal and external real-time data. This in turn will allow us to optimize the supply chain and
ensure that the products customers are looking for are always available at short notice. In
this way, we can increase our delivery reliability and product availability even further,
as well as act sustainably by avoiding unnecessary inventories and long delivery
routes.
It goes without say that technology is also key to achieving our goals, which is why we are so vigilant about
updating our existing IT systems and introducing new ones. We are planning to invest intensively in new
software solutions along the entire value chain, ranging from high-performance product databases to
communication systems that enable integrated administration of various modes of communication
with the customer. We are increasing our focus on the cloud and Software-as-a-Service solutions.
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The digital transformation demands that measures progress quickly, new measures are added and that we never stop learning. This is why we also use the benefits of digitalization here and keep you up to date on our digital transformation at all times on our website:
www.takkt.com/digital
you ca n F inD a sm a ll select ion
of t he init i a l me Asures
on t he pages a he a d.
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We think beyond our company’s borders, particular-
ly when it comes to looking for innovative business
models, unique products and visionary business
founders. This is how we obtained a noncontrolling
interest in the Berlin-based start-up printmate
GmbH, for instance, in August 2016. printmate spe-
cializes in the digital printing of professional mail
packaging individually designed for the client, and
can offer customers attractive prices for batches as
low as 100 units.
This business model corresponds precisely with our
strategy to individually and flexibly fulfill customers’
needs – with the aid of digitalization.
str AteGy & innoVAtion
in V est men ts in innovat iv e sta rt-up s
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With the aid of the customer cockpit, we will be able
to communicate effectively with our customers via any
channel and in real time in the future. For instance, when
a customer is visiting our website and needs help, is un-
able to find information or does not proceed to checkout
despite having products in the shopping cart. We can
point out alternative products, recommend accessories
or pass on valuable information from the manufacturer
for optimal use or assembly. Expert contact persons
can then answer any of their questions through various
channels and offer individual solutions in order to
increase the likelihood of a purchase.
This requires us to understand our customers, which is
why we develop “customer journeys” and define perso-
nas. These are detailed descriptions of customer types,
according to which we identify concrete requirements.
This assessment provides us with insight into which
points of contact we need to use, bringing us ever
closer to our goal of providing an outstanding custo-
mer experience and allowing us to recognize when and
through which channel customers should be provided
with information relevant to them.
more effect iv e A dv ice a nd sa les wit h the customer cockpit
customer Decision Journe y
We offer our customers the transparency they desire
at every stage. Our customers can see the delivery
date even before placing an order. Emails with a
click-to-call button and direct chat feature allow for
simple, direct contact if desired. In the future, gua-
rantee information will be simple to access at any
time and with any device. Upon request, we can
also inform customers about upcoming maintenance
requirements.
Digitalization can be applied to a lot of processes to
ensure a better customer experience. When placing
an order, for example, the address is automatically
checked for errors so that delivery delays can be
avoided later on. At Ratioform, ratioPoints are auto-
matically credited to the customer digitally when
they place an order. Digital solutions for customer
contact management and multichannel planning
help to improve dialogue with the customer.
tr a nspa ren t serv ices
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Process AutomAtion
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In addition to assignments in selected areas at our
companies in the US and Europe, our new “Digital
Entrepreneurship“ trainee program also inclu-
des several months of training at Schacht One.
With the help of design thinking and rapid prototy-
ping, Schacht One develops innovative and radical
user-oriented ideas and solutions. Our young talents
learn how to develop and implement digital ideas
here. You can find a current list of projects and ideas
at www.schacht.one at any time.
Visits to digital companies young and established in
Silicon Valley will also expand their horizons, while
courses at renowned universities and at Haniel Aca-
demy will provide digital talents with the necessary
tools of the trade. Regular dialogue with mentors in
management positions ensures that the innovative
ideas generated by these talents receive the neces-
sary attention.
“D igita l en t repreneurship “ tr a inee progr a m
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orGAnizAtion, management & corPorAte cuLture
Qualified, expert advice is an important added value
that we offer our customers, and distinguishes us
significantly from purely transaction-oriented com-
petitors. New digital services offer additional op-
tions for competitive differentiation, allowing us,
for instance, to create the opportunity to contact
customers precisely where they need assistance. If
they are online, in the future we will be able to guide
them through our selection directly to the right pro-
duct via co-browsing, or interactively recommend
and three-dimensionally visualize solutions with them.
With the virtual showroom, our National Business
Furniture brand already makes it possible to expe-
rience products virtually, building a bridge between
store-based retailing and the web shop.
communicat ing in re a l t ime
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tecHnoLoGy
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Dr Martin Enderle
Freelance management consultant,
Expert in digital start-ups and business models,
former CEO of Scout24
Joseph Noronha
Director of the Detecon Innovation Institute, Silicon Valley
Expert in digital innovations
Professor Dr Martin Spann
Director of the Institute of Electronic Commerce
and Digital Markets, Expert in digitalization,
marketing and innovation
TAKKT AG established the Digital Transformation
Advisory Board in 2015, responsible for providing
the TAKKT Management Board and the Chief Di-
gital Officers of the different business units with
advice and support in times of change, as well
as promoting innovation skills. Experienced ex-
perts from the digital economy anticipate and exa-
mine digital trends and help identify digital oppor-
tunities and risks.
The Advisory Board contributes an external
perspective and acts as an advisor. It poses
questions in a targeted way and evaluates what
could prove to be fundamentally important for the
future success of TAKKT AG.
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DiGtAL e XPerts As our Advisors.
DAta & AnALy tics
members
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For us, data plays a key role in improving the custo-
mer experience. Amid the flood of information that
our customers receive on a daily basis, we want to
serve them in a targeted way, based on their require-
ments and needs. For instance, our data analysis
makes it possible to adapt newsletter content based
on the specific customer type, their preferences and
their search behavior. Changing customer require-
ments can be identified earlier on, ensuring our
customers are always presented with a selection
that is optimally tailored to their needs.
We are continuing to expand our expertise in the area
of data analysis, which we bundle at a virtual compe-
tence center, so that successfully tested approaches
can be made available to all of our companies.
inDiV iDuA L customer A PProAcH
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We are tAKKt.
tA K K t
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tA K K t _ W or l dw ide
09
16~ 3m
> 70
> 300,000
eUr> 1Bn
customers
products
br ands
LocAtions sales
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~ 40%
~ 14%
e-commerce
eBitDA-mArGin
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We are a portfolio of globally operating B2B direct
marketing specialists for business equipment with
the goal of becoming leaders in our markets through
our portfolio companies. While the companies follow
a business model that is, at its heart, similar, they
each have a different focus in terms of their custo-
mer groups, product ranges and countries. All use
the marketing media of print, online, telesales
and field activities as part of a multi-channel PLUS
approach. Anchored by this successful business
model, we thus position ourselves broadly through-
out the Group. This enables us to diversify the risks
of the individual markets in our portfolio. We enter
new markets wherever we see positive prospects
for success, either by founding new companies or
through acquisitions.
The customer is the focus of our activities. Our
portfolio is complemented by exemplary service in
addition to our high-quality product preselection.
Our portfolio companies have made it their goal to
offer our customers the most efficient method for
purchasing business equipment. We are continual-
ly adjusting our business model to suit changing
customer needs for this reason. To achieve this,
trends such as growing digitalization are identified
and made tangible and usable for our customers and
business partners.
Our actions are guided by our corporate values as
well as our principles of sustainability. We actively
contribute to protecting the environment and preven-
ting climate change. We take responsibility for our
products, in purchasing, marketing and logistics. We
are also committed to the concerns of our employ-
ees and those in our social environment. We want to
be the role model for sustainability in our industry by
taking a targeted and systematic approach.
our mission stAtement.
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