Entrepreneurial progress & economic efficiency

Our clients come from a wide variety of industries and their problems are diverse. There are no one-size-fits-all solutions for their individual challenges. We implement custom-fit and economically efficient projects that are tailored to their different goals and requirements.

× We Are Experienced

Insights into our customer portfolio

× Our Approach

Case studies from our project work

Insurance Case Study

»An insurance group designs the working environment of the future.«

An insurance group is planning to move to new working environments and, along with it, the largest and most costly relocation in the company’s history. In order to meet the increasingly agile working methods, a total of 5,500 employees are moving into two new working worlds/buildings at different locations. Seven external locations are leased. Employees at Site A move during ongoing operations (on a rotational basis), while the team at Site B moves into a new building.
Prior to the relocations, the existing areas will be built and converted according to the specifications of the „Working World of the Future“. At Site A, all areas will additionally be refurbished.

The Assignment:

Classic PMO and sub-project management in different areas.

The Implementation

  • Classical PMO in facility management (working worlds: construction and technology + insertion) and new ways of working (introduction to mobile working)
  • Line of communication: project management + divisional management / executive board
  • Budget and resource planning
  • Project controlling / strategic milestone planning
  • Documentation and project reporting
  • Planning and execution of various workshops- Preparation of committee slides and evaluations for top management
    (Workplace councils, divisional management, executive board)
  • Subproject management communication
  • Subproject management move-in and onboarding
  • Subproject management of recycling of old inventory
  • Coordination of signalling subproject
  • Coordination and organization of refurbishment subproject
  • Coordination and organization of commissioning of new building / decommissioning of old site

Case Study Hotel Industry

»An investor from outside the industry opens up new markets.«

An investor from outside the industry wants to expand the business field portfolio of his companies and is building a four-star hotel with restaurant in a region that is not yet fully developed for tourism. A further development to a family resort should be considered from the beginning. The hotel building was taken over in the unfinished condition with substantial lack of space. Neither technical know-how nor project staff are available.

The Assignment:

Strategic planning, coordination, organization and monitoring of the implementation of the project, including opening.

The Implementation

  • Management of the project management office
  • Location analysis and target group definition
  • Creation of the overall concept for the hotel and restaurant
  • Strategic set-up of the overall project
  • Development of the status quo in the existing building & project management completion of the hotel building
  • Project management and overall coordination, selection of partner offices, tendering and award procedures, planning and construction phase of the restaurant
  • Coordination of interior design, cooling technology, kitchen planning, and other trades
  • Involvement of various network partners to realize the project
  • Creation and partial implementation of sales and marketing planning (online and offline)
  • HR management until the opening of the pre-opening office
  • Operational implementation of the entire project (budget preparation, organizational chart, network systems, OTAs, booking systems, cash register systems, etc.)

Real Estate Case Study

»A real estate service provider makes office work attractive again.«

A publicly traded real estate service provider wants to incentivise a return to the office for its approximately 150 employees after pandemic home office hours to reestablish its internal team structure.
The analysis shows: Team cohesion and the benefits of working together „live“ in the office were identified as key factors for a return from the home office. Kick-off is to be a big company party.

The Assignment:

Creation, conception, and implementation of an event with a „wow“ effect.

The Implementation

  • Creation, organisation, and implementation of an employee party with the motto: „fun fair / fairground / circus“. An opulent scenario was developed and implemented, which provided for many internal discussion occasions and motivated the employees to work together again more and more personally in the office.
  • CCM3 and its network created a special atmosphere, individually tailored to the client’s needs
  • Due to the success CCM3 became permanent event planning agency for internal events of the company

Case Study Hotel Industry

»A hotel is looking for solutions for entrepreneurial growth.«

A luxurious design hotel with a large restaurant area is stagnating in terms of turnover. The hotel’s management is unable to break the knot on its own. It is „stuck in the middle“ between the expectations of the owners and the tensions within the team.

The Assignment:

Team cohesion is to be strengthened and per capita sales are to be increased in order to achieve budget targets.

The Implementation

  • Challenges and problems were analysed in individual meetings and solutions were developed in group training sessions. Interpersonal issues were addressed openly in a „safe space“ and solutions were communicated.
  • Trends were analysed in joint workshops, additional offers were developed and jointly implemented operationally
  • Sales prices and merchandise input were reviewed and, in some cases, redefined and implemented
  • Processes were reviewed and made more effective
  • Implementation of operational sales training at the guest
  • Management consulting for the owners and the management
  • In the ongoing consulting, communication processes among each other were improved, a marketing, sales and event department was established and structures for regular team trainings were created
  • Through the CCM3 network, TV appearances were realised, and various high-profile collaborations were established
  • Two years after the beginning of the cooperation, the hotel achieved the highest turnover since the opening.