After deliberately closing the previous model, the question is no longer whether the journey continues, but how. The pivot is not driven by disruption or loss of relevance. It follows a structured analysis. Speicher elektrisiert was strongly positioned in the Desirable and Feasible dimensions. User impact, methodological quality, and operational execution were clearly established. Viability, however, remained context-dependent and structurally constrained. The pivot directly addresses this gap.

Exploit: What remains

Exploit does not mean stagnation. It means consciously leveraging what has proven effective. The core of the model remains intact.

Analytical depth, system-level understanding of complex technologies, and a consistent focus on real-world usage remain foundational. Added to this is a critical asset developed over years: direct access to user reality. Feedback from comments, emails, conversations, and continuous observation provides a robust understanding of everyday customer experience.

Collaboration with the OEM also belongs to this exploit core. Not as a formal partnership, but as an ongoing alignment between user perception and product reality. Feedback, interpretation, and the identification of systemic patterns created tangible value over time. The ability to capture Customer Insight in a structured way and translate it into clear, actionable understanding remains central. This capability is not brand-specific and can be transferred across contexts.

Exploit therefore means: method, mindset, and user-centricity remain unchanged. They form the foundation for everything that follows.

Explore: What changes

Explore begins where the previous environment can no longer support these strengths. Exploration here is not random experimentation. It is a targeted expansion into contexts where Customer Insight and Customer Experience can be structurally integrated.

This includes new forms of collaboration. Not as ad hoc support, but as an embedded element of product development, communication, and market entry processes. Exploration spans new OEMs, new markets, and organizational environments that are more receptive to external user perspectives and capable of integrating them systematically.

The focus shifts accordingly. From model-specific depth to cross-cutting Customer Experience. How do users actually understand vehicles? Where do uncertainties arise? Which features are misunderstood? Where do expectations diverge from reality? Exploration means not only answering these questions, but embedding the answers into structures that create value for manufacturers.

Positioning through the Business Portfolio Map

Viewed through a Business Portfolio Map, Speicher elektrisiert previously occupied a position of high impact with limited scalability. Value per user was high, insights were deep, and influence was significant. Growth, however, remained constrained by context.

The pivot repositions the portfolio. The method is decoupled from a single product environment and applied across multiple contexts. This shift opens new fields with comparable impact but greater structural sustainability. Customer Insight and Customer Experience move from being by-products to becoming explicit value drivers.

ADEPT as a framework for the next phase

To operationalize the pivot, the ADEPT framework provides a concise and effective structure.

Aim
Establish viability by embedding Customer Insight and Customer Experience into sustainable structures.

Data
Consolidated learnings from years of user interaction, complemented by market and product analysis across additional OEMs and regions.

Experiments
New formats, new comparative perspectives, and new collaboration models. Not for novelty, but to identify where user insights generate measurable impact.

Prioritization
Focus on contexts with high relevance for product and market decisions. Choices are driven by impact, feasibility, and strategic fit.

Test
Validation through real usage, interaction, and feedback. Customer Experience is not assumed; it is verified.

ADEPT ensures that exploration remains focused, controlled, and outcome-oriented.

Viability as the connecting dimension

The pivot reframes the guiding question. Not: how deep can analysis go within a single niche? But: in which contexts does this analytical depth create sustainable value for both users and organizations?

Viability becomes the connective dimension between exploit and explore. It guides partner selection, thematic focus, and collaboration models. The pivot is not a departure from the original approach, but its consistent evolution.

Transition

If method and impact are not tied to a single manufacturer, the horizon naturally expands. The market is larger than one ecosystem. Many OEMs are now at a stage where structured Customer Insight and mature Customer Experience determine differentiation.